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26.Upstream and downstream (sethgodin.typepad.com)
Most of the time, we think of our job as a set of tasks that take place in a ---> [box] s...
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27.Two kinds of schooling (sethgodin.typepad.com)
Type 1. You can take a class where you learn technique, facts and procedures. Type 2. You can take a class where you learn to see, learn to lead and learn to solve interesting problems. The first type of teaching...
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28.Enduring Ideas: The strategic control map (rss.mckinseyquarterly.com)
In this interactive presentation—one in a series of multimedia frameworks—Lowell Bryan, a director in McKinsey’s New York office, describes the strategic control map, a framework that tracks the dynamics of market capitalization withi...
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29.The big sort (sethgodin.typepad.com)
Kevin Kelly argues that the most important breakthrough in the history of mankind was the invention of language. Before language, we were wild animals. After language, humans as a species took a huge leap forward. Language allowed us to coordinate,...
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30.So easy to talk about lunch (sethgodin.typepad.com)
If you want to get things moving at a meeting or in an online forum, start discussing what to order for lunch. Even the most reticent attendee has something to contribute. Same thing when you start discussing the logo for...
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31.Insubordinate... 50th anniverary free ebook (sethgodin.typepad.com)
What’s the opposite of insubordinate? I guess it’s subordinate. Which is better, I wonder. Is it preferred to do exactly what you’re told, to be clearly subordinate to the system, to the boss, to the short term demands of the...
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32.Capturing the world's emerging middle class (rss.mckinseyquarterly.com)
Multinational companies need new “scale at speed” approaches to penetrate the developing world’s increasingly prosperous consumer markets.
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Topics:
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33.It's not my birthday (sethgodin.typepad.com)
Not any more. Some of you may have discovered that today is supposed to be my birthday. No longer. I've never really liked birthday hoopla, especially mine, so I've given my birthday to Scott and the folks at Charity:water. If...
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34.Fans, participants and spectators (sethgodin.typepad.com)
A good preacher ought to be able to get 70% of the people who showed up on Sunday to make a donation. A teeny bop rock group might convert 20% of concert goers to buy a shirt or souvenir. A...
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35.A singular moment for merger value? (rss.mckinseyquarterly.com)
Corporations have a rare chance to reestablish acquisitions as a powerful strategic tool.
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Topics:
Corporate Finance
Organization
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36.The five types of successful acquisitions (rss.mckinseyquarterly.com)
Companies advance myriad strategies for creating value with acquisitions--but only a handful are likely to do so.
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Topics:
Corporate Finance
O... -
37.A regulatory squeeze on Europe's banks? (rss.mckinseyquarterly.com)
Proposed Basel III rules may protect the system, but at a severe cost to returns on equity and lending capacity.
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Topics:
Europe
Financial Ser... -
38.Sizing Africa's business opportunities (rss.mckinseyquarterly.com)
Strong prospects await global companies that invest in the continent's consumer, agricultural, natural-resource, and infrastructure sectors.
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Topics:
Africa
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39.Building a second home in China (rss.mckinseyquarterly.com)
Multinational companies hoping to succeed in China can't treat it as an interesting side bet any longer; they need to take China as seriously as they do their home market.
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Top... -
40.The global grid (rss.mckinseyquarterly.com)
The global economy is becoming increasingly interconnected, and innovative businesses are harnessing the power of this network.
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Topics:
High Tech
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41.Pricing the planet (rss.mckinseyquarterly.com)
Understanding a company’s full exposure to energy and environmental risks will in many cases be a—if not the —decisive factor determining its long-term viability.
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42.The market state (rss.mckinseyquarterly.com)
Governments around the world are facing complex, difficult decisions. Business leaders would do well to work with them to develop solutions.
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Topics:
Public ... -
43.The productivity imperative (rss.mckinseyquarterly.com)
To sustain wealth creation, developed nations must find ways to get boost productivity; product and process innovation will be key.
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Topics:
Economic Studies... -
44.The great rebalancing (rss.mckinseyquarterly.com)
As the center of economic growth shifts from developed to developing countries, global companies should focus on innovation to win in low-cost, high-growth countries. Their survival elsewhere may depend on it.
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45.Global forces: An introduction (rss.mckinseyquarterly.com)
Five crucibles of change will restructure the world economy for the foreseeable future. Companies that understand them will stand the best chance of shaping it.
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Topics:
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46.Unlocking the elusive potential of social networks (rss.mckinseyquarterly.com)
To realize the marketing potential of virtual activities, you have to make them truly useful for consumers.
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Topics:
Marketing
Upda...
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47.Globalization's critical imbalances (rss.mckinseyquarterly.com)
Future financial crises could accelerate the rebalancing of global economic activity from developed to emerging markets.
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Topics:
In the News
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48.How US multinationals drive economic growth (rss.mckinseyquarterly.com)
As one of the primary sources of economic growth, US multinational corporations could provide insights into how to sustain the US economy over the long term.
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Topics:
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49.When companies underestimate low-cost rivals (rss.mckinseyquarterly.com)
Attackers are threatening premium players in market after market—and not only at the low end.
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Topics:
By Invitation
Strategy
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50.Survey results: Economic Conditions Snapshot, June 2010 (rss.mckinseyquarterly.com)
It's been a tough two months for the world economy, with the eurozone at the core of executives' fears. But most predict that their companies will continue to grow.
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Topics:
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