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The Awesomeness Manifesto - HBR
in the 21st century, if you're merely innovative, prepare to be disrupted by awesomeness.
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the challenge of the 21st century isn't entrepreneurial as much as it is creative: learning to create fundamentally better stuff in the first place.
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Awesome stuff is produced ethically — in fact, without an ethical component, awesomeness isn't possible.
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Seth's Blog: Understanding business development
allows businesses to profit by doing something that is tangential to their core mission
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allows businesses to profit by doing something that is tangential to their core mission
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The thing that makes business development fascinating is that the best deals have never been done before.
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Seth's Blog: The platform vs. the eyeballs
This might be the most subtle yet important shift that marketers face as they deal with the reality of new media. Marketers aren't renters, now they own.
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This might be the most subtle yet important shift that marketers face as they deal with the reality of new media. Marketers aren't renters, now they own.
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This might be the most subtle yet important shift that marketers face as they deal with the reality of new media. Marketers aren't renters, now they own.
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Seth's Blog: Priming the pump of efficiency
One way to stay innovative is to understand that this gap exists and to budget for it.
The Responsiveness Scorecard - Umair Haque - HarvardBusiness.org
The real problem isn't stimulus, it's responsiveness. We're trapped in a zombieconomy: one full of brain-dead organizations who are about as intelligently responsive as Homer Simpson.
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Responsiveness depends on institutions. But institutions are a notoriously slippery concept, and it's sometimes difficult to know they begin and end. Let's firm them up, using a scorecard we've developed at the Lab. The scorecard should help make it crystal clear when we're reinventing of the four fundamental kinds of institutions. We use it to see and help decision-makers see who is seeding, growing, and nurturing responsiveness - and you can do the same.
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Who can develop better kinds of ownership that create value for everyone? Advantage will flow inexorably to those economies - and companies - who can.
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What Only the CEO Can Do - HBR.org
Procter & Gamble’s CEO on the most important things to focus on, wherever you are in the business cycle.
The Best Business Model in the World - Umair Haque
make stuff that's insanely great. Stuff that's insanely great does what Prezi does — amazes, enriches, and inspires. That kind of stuff doesn't need a hard sell, a new market, or a convoluted product range. It just needs to be.
The Institutional Yes - HBR.org
How Amazon’s CEO leads strategic change in a culture obsessed with today’s customer.
Seth's Blog: The right size
Many businesses that are in trouble are in trouble for a simple reason: they're the wrong size.
Should You Sell Your Company? - Forbes.com
The answer isn't easy, especially in a recession. Here's how to think it through.
The Great Disruption - Scott Anthony - HBR
For many companies, the Great Disruption requires nothing short of transformation. It requires fending off attacks from below and making the creation of new growth systematic.
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Smart management and prudent cost controls might have been enough to survive the Great Depression, but they are wholly insufficient for surviving the Great Disruption.
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For many companies, the Great Disruption requires nothing short of transformation. It requires fending off attacks from below and making the creation of new growth systematic.
A User's Guide to 21st Century Economics - Umair Haque
those with the purpose, courage, and vision to get seriously radical will have the opportunity to reconceive and reinvent the global economy.
Obama's Seven Lessons for Radical Innovators - Umair Haque
Obama's team built something truly world-changing: a new kind of political organization for the 21st century. It differs from yesterday's political organizations as much as Google and Threadless differ from yesterday's corporations: all are a tiny handful of truly new, 21st century institutions in the world today.
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Obama's organization was less tall or flat than spherical - a tightly controlled core, surrounded by self-organizing cells of volunteers, donors, contributors, and other participants at the fuzzy edges. The result? Obama's organization was able to reverse tremendous asymmetries in finance, marketing, and distribution - while McCain's organization was left trapped by a stifling command-and-control paradigm.
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That's resilience: reflexively bouncing back to an existential threat by growing, augmenting, or strengthening resources.
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Why Traditional Recession Tactics Are Doomed To Fail This Time - Umair Haque
The tactics of recession-as-usual are neither necessary nor sufficient for firms to weather the global economic superstorm - because it's no ordinary squall, but a once-in-a-lifetime gale ripping up the very foundations of the global economic order. Rather, the macro crisis requires decision makers to confront fundamental transformation on three levels.
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The tactics of recession-as-usual are neither necessary nor sufficient for firms to weather the global economic superstorm - because it's no ordinary squall, but a once-in-a-lifetime gale ripping up the very foundations of the global economic order. Rather, the macro crisis requires decision makers to confront fundamental transformation on three levels.
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Overconsumption in developed countries must slow sharply, and capital must be redirected to long-run investment, especially in public goods. Conversely, emerging markets must shift from financing consumption in developed countries, and begin investing in the basic institutions of a vital microeconomic environment and power long-run growth.
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