Sublime

In a famous 1951 paper, Nobel Laureate George Stigler argued that this proposition implies that “vertical disintegration is the typical development in growing industries, vertical integration in declining industries.”

A recent crop of cocktail-party nonfiction about Right-Brainers and Bourgeoise Bohemians and something called the Creative Class said the age of rule-loving “organization men” had passed, leaving the field to those who rebelled against the status quo. As factories left American shores and computers automated more and more white-collar brain work, t

The great management consultant Peter Drucker once wrote that profits were not the rationale of business decisions, but rather the test of their efficacy.32 What Drucker meant was that if a company does its job well, delivering goods or services to customers at competitive prices, then profits should be forthcoming. From the early 1980s onwards, ho

When Kmart’s senior management first understood that Walmart was not simply a rural specialist but a competitor that had undermined their whole approach to business, they did not feel Darwin’s joy at discovery.

value added that the firm brings to its clients would be less embedded in individual people and more in the…

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market insight.

In 2007, the preeminent business philosopher Dov Seidman published a groundbreaking book on culture, HOW: Why HOW We Do Anything Means Everything … in Business (and in Life). Dov started from the premise that culture guides people’s behaviors, or how things really happen in an organization. In our open-sourced, hyperconnected world, behavior define

leading businesses needs to be seen less as a challenge of managing organizational complexity and more about making sure that value is maximized at the front lines. This calls for an approach that is less inspired by hierarchy and more by respect for the insights of the people in direct contact with customers, structured and motivated not around op