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.”
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.
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Harvard Business Review
OCTOBER 18, 2016
In 1960, Harvard professor Theodore Levitt published a landmark paper in Harvard Business Review that urged executives to adapt by asking themselves, “What business are we really in?” Some of this new knowledge goes to create completely new products, like self-driving cars. Jennifer Maravillas for HBR.
Harvard Business Review
MAY 5, 2016
Grove’s 1980 question remains as ruthlessly relevant to C-suites as Ted Levitt’s 1960 classic, “What business are you in?” They see disrupted incumbents from retail, finance, health care, transportation, professional services, and manufacturing requiring radical restructuring of assets, productivity , and innovation.
Harvard Business Review
JANUARY 7, 2015
Google now has expanded API-based access to Google Maps and several of its other products. Take the case of IBM’s Watson , a cognitive-computing technology that allows humans to make sense of large volumes of data. Growth strategy Product development Business models Internet' APIs are the windows to new ecosystems.
Harvard Business Review
MARCH 21, 2014
Decades ago, Harvard professor Theodore Levitt popularized the rationale behind why people buy quarter-inch drill bits: “People don’t want quarter-inch bits. Technology advancements are quickly outpacing traditional use cases, making the design and development of meaningful products harder than ever.
Harvard Business Review
MAY 19, 2015
Edison’s breakthrough was guided by a fundamental insight: any given product is only as powerful as the system in which it is deployed. You get the sense that there’s a broad, bold blueprint beyond any particular product or partnership that Musk is announcing right now. Will it be transformational?
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