Working on mergers and acquisitions in New York and a bank-restructuring project in Sweden was interesting work for her. However, these jobs didn’t impact Katie enough for her to continue that career path. She decided to further her knowledge at Harvard Business School to reconsider her future plans. Katie’s time at HBS would result in many opportunities later in her life. In the summer of 1994, Katie teamed worked with a VC firm in Poland and assisted her friend, Gary, to find potentially profitable
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One of the most important responsibilities of an effective leader is to reduce people’s resistance to change in order to promote growth in the organization. According to John P. Kotter, retired Konosuke Matsushita Professor of Leadership at Harvard Business School in Boston, most organizations do a poor job of implementing large-scale change because of resistance within the organization (Fandray 2003). In a study of 288 companies who shared lessons and best practices in change management
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profitable growth for yourself. One company that manufactured resins used in exterior paints discovered this firsthand. By researching the needs of commercial painting contractors—a key customer segment—the company learned that labor constituted the lion’s share of contractors’ costs, while paint made up just 15% of costs. Armed with this insight, the resin maker emphasized that its product dried so fast that contractors could apply two coats in one day—substantially lowering labor costs
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1 Ricardo Semler The Brazilian CEO and best-selling author transformed his pump plant into a model of participative management, and launched his company on 14 straight years of double-digit growth. by Lawrence M. Fisher strategy + business issue 41 Won’t Take features the creative mind Photographs by Rogério Reis / Blackstar Control Semco Group Chief Executive Ricardo Semler at his impromptu office — a coffee shop near his company’s headquarters 2 features the creative
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communication breakdown, and a sudden shift in structure. In essence, these issues are stemming from unstable leadership that is unable to support the organizations culture and ideals. The current issues are described in a case study presented by the Harvard Business review published in 2001. Iggy's was founded by two individuals with a strong vision and ideals. Ludamilla viewed her role in leadership as an opportunity to promote her passion. As she explained, “The bakery became a stage for me, a channel
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2/20/2010 Satyam shows B-schools too need a co… Enter Keyword S ATU RD A Y , F EB RU A RY 2 0 , 2 0 1 0 1 :1 6 P M IST LOUNGE HOME | e-paper | TODA Y'S NEWSPA PER | mint CODE Travel Books Culture Style Play Slideshows Insider Parenting P os ted: M on, J an 1 2 2 0 0 9 . 2 :1 9 A M I ST Corporate News E mail del.ic io.us digg news V ine P rint Satyam shows B-schools too need a code of ethics Most of the people primarily involved in the Satyam scam have a connection
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Ad Revenue Calculator Exhibit 4: Ad Revenue Calculator Current 2007 Base Scenario 1 Scenario 2 Scenario 3 110,000,000 110,000,000 110,000,000 110,000,000 110,000,000 0.8% 1.0% 1.0% 1.2% 1.2% 1320 1100 1100 1320 880 $2.00 $1.80 $1.80 $3.50 $2.50 $2,200 $1,980 $2,376 $3,080 $3,300 2016 2016 2016 2016 2016 52 52 52 52 52 $230,630,400 $207,567,360 $249,080,832 $322,882,560 $345,945,600 $ $ $ 15,000,000 $ 20,000,000 TV HH Average Rating Average Viewers (Thousand) Average CPM* Average Revenue/Ad
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THE LAST WORD PRASAD KAIPA NAVI RADJOU | CEO ADVISOR AND COACH | FELLOW | JUDGE BUSINESS SCHOOL, UNIVERSITY OF CAMBRIDGE “Companies mustshut down theirCSR departments” They should instead focus on re-engineering value chains to bring sustainability in their business models, Kaipa and Radjou tell Rohit Nautiyal DALIP KUMAR away with the CSR department by rolling sustainability in the firm’s business model. New KPIs (key performance indicators) were introduced so senior managers could
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1 Ricardo Semler The Brazilian CEO and best-selling author transformed his pump plant into a model of participative management, and launched his company on 14 straight years of double-digit growth. by Lawrence M. Fisher strategy + business issue 41 Won’t Take features the creative mind Photographs by Rogério Reis / Blackstar Control Semco Group Chief Executive Ricardo Semler at his impromptu office — a coffee shop near his company’s headquarters 2 features the creative
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“Selling and marketing are antithetical rather than synonymous or even complementary. There will always be, one can assume, a need for some selling. But the aim of marketing is to make selling superfluous. The aim of marketing is to know and understand the customer so well that the product or service fits him and sells itself.” (Drucker 1973, pp.64-65) In the early years of the ‘70s era, Drucker was one of the first educators and authors who identify marketing as a way to understand customers’
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