Corporate Entrepreneurship: Turn Irony into Opportunity

In the CEO Afterlife

Corporate giants dominated markets and gobbled up competitors; along the way they failed to cope with rapid change. The brain viewed the masses below it as the muscle. Several, such as Trump, still operate by the brain and muscle ethic.

How I Discovered My Leadership Secret Weapon

Terry Starbucker

Today’s story is about how I found my leadership secret weapon – an operational metric that could play a key role in our march to greatness, and provide a critical link between great customer service and profit.

The 5 Habits of Mind that Self-Made Billionaires Possess

Leading Blog

Imagine what Atari might have achieved if Steve Jobs had stayed there to develop the first mass market personal computer. Self-made billionaires effectively operate in a world of dualities—they seamlessly hold on to multiple ideas, multiple perspectives, and multiple scales. Producers are willing to operate simultaneously at multiple speeds and time frames. Self-made billionaires think differently than most of us do.

Business Model Generation : Blog | Executive Coaching | CO2 Partners

CO2

Gary Cohen grew the company from two people to 2,200 employees Currently, he is Managing Partner of CO2 Partners, LCC, operating as an executive coach and consultant. RSS Feed Schedule a Call Free E-Book Assessment Test Coffee Schedule Coaching Lunch About Us CO2 Story Our Approach Our Successes Our Executive Coaches Gary B.

3 Kinds of Jobs That Will Thrive as Automation Advances

Harvard Business Review

And it’s not just low skilled, manual labor that’s at risk — “knowledge” work like operational analytics and marketing is also being taken over by sophisticated artificial intelligence algorithms. While it’s true that technology is taking over routine tasks from many workers, it is also reshaping many supply and demand trends that drive our global markets. How Technology Is Reshaping Markets. Russ Widstrand/Getty Images.

The Real Reason Uber Is Giving Up in China

Harvard Business Review

In a group photograph, 30 CEOs with a combined market capitalization of $2.5 On Monday Uber said that it is selling its operation in China to a rival Chinese ride-sharing company whose CEO was in that foreshadowing photo.

Why Elon Musk’s New Strategy Makes Sense

Harvard Business Review

The second installment moves Tesla beyond the traditional car market, with a plan to reconfigure our cities, energy systems, and our impact on the environment. Tesla’s initial strategy began like a start-up: to build a minimum viable product to test the market.

Beyond Mass Customization

Harvard Business Review

Rather, they focus on markets (anonymous agglomerations of customers) rather than on any real, living, breathing individual customer. Most recognize that there are no truly mass markets any more. But we must go beyond looking at market segments and niches to embracing the truism that every customer is his own market. Multiple Markets Within. After all, what could possibly be next after recognizing that every customer is his own market?

What U.S. CEOs Can Learn from GM’s India Failure

Harvard Business Review

General Motors, once the world’s largest car maker, has decided to stop selling vehicles in India by the end of 2017, since it considers its India operation to be not profitable. Like its American compatriot Ford Motor Company , GM’s market share in India has always been in the single digits, but recently Ford has reported rising monthly sales of 36% in India. 1 — Consistent Leadership Over Time Matters in This Market.

VW’s Board Needed More Outsiders

Harvard Business Review

operations in favor of financial performance. Meanwhile, Dr. Piech was obsessed with achieving dominant global market share, which included a larger presence in the U.S.

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When The Customer Isn't Right

Harvard Business Review

Over the last ten years we have been researching deshopping in Britain through two mass market retail case studies and surveys of 150 independent retailers and over 500 consumers. Increasingly, deshoppers are operating in packs when returning goods, suggesting that the activity is becoming organized. The longest line on a busy Saturday afternoon in a celebrated New York department store is at the returns desk: bad news in these troubling times when every dime counts.

The Internet of Things Needs Design, Not Just Technology

Harvard Business Review

applications pushed technology to address B2B market requirements. Their developers focus on meeting operational and environmental requirements, caring little about the physical appearance or user experience of a dashboard- or engine-compartment-mounted device that monitors vehicle data.

B2B 16

Seeing Robots Everywhere

Harvard Business Review

Problem is: their professional setup costs $30,000 to assemble and a remote operator on a keyboard to run. Seeing a potential revenue stream to fund more research robot development, the team set up a company, BeatBots , to make a very pared-down version with the same look and feel available to the consumer market. It's not easy to deliver sophisticated robotics at a $40 price point , and by managing to do that, they have a toy with mass market sales.

Any Value Proposition Hinges on the Answer to One Question

Harvard Business Review

Nearly all competitive markets confront firms with this choice. In pharmaceuticals, there are blockbuster drugs targeted at mass-markets segments. Any strategy lives or dies on the basis of its customer value proposition.

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How Separate Should a Corporate Spin-Off Be?

Harvard Business Review

Should the new activity have a separate stock market listing or separate funding? Shell’s preference for a strategy of vertical integration proved a disaster in aluminium, and BAT’s belief in market share was as damaging when the company entered financial services.

Instead of Optimizing Processes, Reimagine Them as Platforms

Harvard Business Review

Platform models bring a shift in emphasis—from meeting specific customer needs to encouraging mass-market adoption in order to maximize the number of interactions, or from product-related sources of competitive advantage (such as product differentiation) to network-related sources of competitive advantage (the network effects of connecting many users and third parties).” Process optimization can transform user experience.

Is the Drone's Potential Being Shot Down Too Fast?

Harvard Business Review

There is another reason, too, that the drone market is set to take off. In February, as part of an FAA spending bill, Congress ordered the agency to develop rules by 2015 that would allow military, commercial, and privately-owned drones to operate in U.S.

An Inside View of How LVMH Makes Luxury More Sustainable

Harvard Business Review

The companies that are most vocal about environmental and social issues tend to be big, mass-market brands — well-known retailers , consumer products giants , and tech firms that are telling a new story to consumers who increasingly care about sustainability. It was part of a larger overhaul that included automating some distillery operations, which gave it better data and helped slash energy and water use.

Why Porter's Model No Longer Works

Harvard Business Review

These two key functions — Marketing and Service — are regularly discussed as shaped by social era dynamics. Big had the dollars to buy the mass-market access to consumers back when mass media was the only way to reach an audience. But when the capital requirements to enter markets have declined, the marginal cost of reaching consumers is effectively zero, and one-off production is not hard to do. Imagine that you wanted a new home theater system.

Selling to Customers Who Do Their Homework Online

Harvard Business Review

He expects to operate it, perhaps daily, yet the chances are he possesses little or no mechanical knowledge. The required changes may surprise you and raise questions about effective selling in your market. jennifer maravillas FOR HBR. Alfred P.

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IBM at 100: How to Outlast Depression, War, and Competition

Harvard Business Review

At its 100-year milestone, IBM shows us what it takes to outlast depression, war, and intense competition in order to remain a market leader in the midst of ongoing technological innovation. By 1955, IBM's revenues were $564 million and it led the world market in making computers. This innovation came to market in 1964 and quickly became a smash success, setting the standard for the industry and greatly expanding computer use around the globe.

Why Is Capital Afraid of Cities?

Harvard Business Review

Successful companies between $5 million and $50 million in revenues can't get the capital they need to expand their operations and hire more people in city neighborhoods where the best social program is a job. Making the case for investments that produce social impact as well as market returns is not a discussion most executive directors want to have with their board — or their financial stewards on Wall Street.

India Remakes Global Innovation

Harvard Business Review

Dr Reddy's plan is to leverage Chirotech's scientific capabilities to optimize drug development processes, thus lowering manufacturing costs and speeding time-to-market. In prior blog posts, we have described how Western multinationals such as Xerox and GE are embracing polycentric innovation by sourcing more R&D capabilities from emerging markets such as India and China and integrating them into a synergistic global innovation network.

Rules For the Social Era

Harvard Business Review

Facebook, KickStarter, Kiva, Twitter, and other companies thriving in the social era are operating by the rules of the Social Era. It's not to create more jargon, it's to emphasize a point: that social is more than the stuff the marketing team deals with. Most organizations operating today started when companies needed more operating capital. Many organizations still operate by Porter's Value Chain model , where Z follows Y, which follows X.

Prototype Your Product, Protect Your Brand

Harvard Business Review

Designers and entrepreneurs have been experimenting with live prototyping — putting unfinished product ideas in the context of real markets and real customer situations — for years, and now bigger businesses have begun to catch on. Many executives, eager to avoid over-investing in the wrong ideas, are intrigued by this approach, but they’re leery of putting unpolished products and services out in the market. Is quality essential in your market, or simply a nice-to-have.