N2Growth Blog

APRIL 29, 2021

We are witnessing the creation of an entirely new paradigm, a fierce wave of technological innovation boosting generations of new businesses and business leaders. Blockchain, machine learning, artificial intelligence, augmented reality, 3D printing, and robotics are among the most important technologies of today’s rapidly changing world.

Technology 240

Technology Innovation Levitt Supply Chain 240

The Practical Leader

MARCH 13, 2024

Harvard Business School Professor Ted Levitt, a leading research and author in management, marketing, and former editor of Harvard Business Review, said “Early decline and certain death are the fate of companies whose policies are geared totally and obsessively to their own convenience at the total expense of the customer.”

System 52

System Organization Levitt Root Cause Analysis 52

Mark Sanborn

FEBRUARY 19, 2019

” Theodore Levitt said, “The future belongs to those who see opportunities before they become obvious.” An example: the experts in key card computing were displaced by new technology.) In the process, he became an expert in areas outside his specialty of management. Few people have any formal learning agenda.

Learning-by-Doing 56

Learning-by-Doing Drucker Levitt Education 56

Harvard Business Review

JULY 11, 2011

It's hard to overestimate the influence Ted Levitt's "Marketing Myopia" has had on the world of marketing and beyond. Why has "Marketing Myopia" lasted so well over a 50-year-period when so many management big ideas have gone the way of the failed industries Levitt cites in his classic? Its clarity and its ambition.

Levitt 11

Levitt Marketing Library Maturity 11

Harvard Business Review

MAY 5, 2016

Aggravated and depressed by the decline of their core memory business in the 1980s, Intel’s top management struggled for strategic clarity. Grove’s 1980 question remains as ruthlessly relevant to C-suites as Ted Levitt’s 1960 classic, “What business are you in?” Profitable customers matter most.

Levitt 8

Levitt Disaggregation Kaizen Call Center 8

Harvard Business Review

SEPTEMBER 18, 2012

Consider another example made famous in Levitt and Dubner's Freakonomics. Some managers might dismiss these as token gestures with at best a limited impact. She'd probably have accepted it graciously. The offer of a gift rather than payment indicates that social and not market norms are in play.

Motivation 16

Motivation Levitt Letter Business Objectives 16

Harvard Business Review

JUNE 14, 2017

Some firms have managed it, in healthcare and in other arenas — think of QuintilesIMS as a source of pharmaceutical sales data, Nielsen as the authority on TV viewer habits, and the U.S. They address an underlying stakeholder need such as managing the total cost of care. Increasingly, for most HCIT firms, data is a commodity.

Health Care 9

Health Care Levitt Competitive Advantage Pharmaceuticals 9