This link has been bookmarked by 46 people . It was first bookmarked on 09 Jan 2009, by Robert Paterson.
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28 Jul 09
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12 Jul 09
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Scary new year? Think again. 2009 may look bleak - but this year, those with the purpose, courage, and vision to get seriously radical will have the opportunity to reconceive and reinvent the global economy.
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Tomorrow will not be like yesterday. This is no mere recession: it's a tectonic global shift in savings, consumption, and investment. Today's macropocalypse is a rupture in the global economic fabric - and the next half-decade will be spent reweaving it. It is not a temporary departure from business as usual, an illness - it is a structural transformation, a lasting change.
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20th century business isn't fit for 21st century economics. Yesterday's businesses were built for a world of overconsumption, artificially cheap production, symmetrical competition, and macroeconomic stability. That was yesterday. Today, the herd of industrial-era dinosaurs is going to be mercilessly culled - unless they can evolve to fit a radically altered economic environment.
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What is the role of marketing in a world where consumption must slow?
In the 20th century, marketing was the pusher of a consumption addiction: Madison Ave's game was to create perceived value by "differentiating" the same razors, blades, and toothpaste. At the Lab, we've found that companies who create perceived value are significantly less profitable and more vulnerable than companies who are rethinking marketing to create real value. Think (the awesome) Nike Plus.
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What is the role of production in a world where consumption becomes savings?
In the 20th century, economies of mass scale led giant, evil corporations to a cost advantage. The flipside was a world of homogeneous, mass-made widgets overflowing from bleak exurban shelves. At the Lab, we've found that scarcity pays: companies who can rescale production at the micro-level are disproportionately more profitable and powerful. Think (the industry-reshaping) Zara.
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What is the role of strategy in a world where the game is no longer about winning more consumption than rivals?
In the 20th century, strategic thinking helped players "win" wars fought against rivals - the most strategic player "won" the greatest relative share of consumption (market share, mind share, etc). At the Lab, we've found steeply diminishing returns to orthodox strategy - because, like actual war, it destroys tomorrow for today. The 21st century demands a rethink of what's "strategic" - versus what's merely selfish. Think (the eminently anti-strategic) Google.
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23 Mar 09
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21 Jan 09
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19 Jan 09
ian mcdonaldWhat is the role of distribution in a world where consumption, savings, and investment will accelerate in volatility?
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17 Jan 09
Oliver GassnerYesterday's businesses were built for a world of overconsumption, artificially cheap production, symmetrical competition, and macroeconomic stability. That was yesterday. Today, the herd of industrial-era dinosaurs is going to be mercilessly culled - unle
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16 Jan 09
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15 Jan 09
David WilcoxThis year, leaders of all kinds face a single, critical challenge: building 21st century organizations that yield new sources of advantage, powered by new rules of management.
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13 Jan 09
Emmanuel Fanthose with the purpose, courage, and vision to get seriously radical will have the opportunity to reconceive and reinvent the global economy.
https://docs.google.com/a/vivalife.com/viewer?a=v&pid=explorer&chrome=true&srcid=0By61bI9dj1E3NDQxYmMxMjctN2U1Yy00MjlmLThkMmItYTdhZWI4NTc0NDA2&hl=en_US -
12 Jan 09
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Michel Bauwens2009 may look bleak - but this year, those with the purpose, courage, and vision to get seriously radical will have the opportunity to reconceive and reinvent the global economy.
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11 Jan 09
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10 Jan 09
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09 Jan 09
Robert PatersonScary new year? Think again. 2009 may look bleak - but this year, those with the purpose, courage, and vision to get seriously radical will have the opportunity to reconceive and reinvent the global economy.
This year, leaders of all kinds face a single, critical challenge: building 21st century organizations that yield new sources of advantage, powered by new rules of management.
Here's why - and how to get started.
Tomorrow will not be like yesterday. This is no mere recession: it's a tectonic global shift in savings, consumption, and investment. Today's macropocalypse is a rupture in the global economic fabric - and the next half-decade will be spent reweaving it. It is not a temporary departure from business as usual, an illness - it is a structural transformation, a lasting change.
20th century business isn't fit for 21st century economics. Yesterday's businesses were built for a world of overconsumption, artificially cheap production, symmetrical competition, and macroeconomic stability. That was yesterday. Today, the herd of industrial-era dinosaurs is going to be mercilessly culled - unless they can evolve to fit a radically altered economic environment.
Tomorrow's market leaders have new DNA. We've spent the last year identifying next-generation leaders - from the Obama campaign to Google to Threadless to Zara - and learning from them. They look and feel radically different because they were built for 21st century economics, not 20th century economics. They are organized and managed according to new rules; and it is those new rules that make the difference between surviving - and thriving in - the macropocalypse, or being vaporized by it.
Where do new rules come from? Here are five questions every decision maker should kick off 2009 by asking - and five results summarizing some of the new rules we've learned over the last year at the Lab. -
08 Jan 09
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Adam Crowe"Here are five questions every decision maker should kick off 2009 by asking: #What is the role of marketing in a world where consumption must slow? #What is the role of distribution in a world where consumption, savings, and investment will accelerate in
economics strategy transformation businessmodels markets networks communities UmairHaque
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