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Firms of Endearment: How World-Class Companies Profit from Passion and Purpose

Horizon 1: Current source of growth Horizon 2: Next source of growth (one that’s still nascent but looks promising) Horizon 3: Investment in a yet-to-be-determined third source of growth

Claire Hughes Johnson • Scaling People: Tactics for Management and Company Building

cooperation at scale. The state, business, and civil society all have roles to play in creating the

W. Brian Arthur • Complexity Economics: Proceedings of the Santa Fe Institute's 2019 Fall Symposium

A constant flow of good new products is the lifeblood of Hewlett-Packard and essential to our growth. Early on we developed a system for measuring the flow and success of new products.

David Packard • The HP Way: How Bill Hewlett and I Built Our Company (Collins Business Essentials)

successful leveraging of top professionals is at the heart of the success of the professional firm.

David H. Maister • Managing The Professional Service Firm

external story.

James Allen • The Founder's Mentality

There are different paths to success. The Harvard Business Review (HBR) was founded in 1922 and struggled to breakeven for more than 25 years. Today, it’s one of the world’s most impactful media organizations.

Mario Gabriele • Harvard, a Media Company | The Generalist

Whether a firm was a start-up or a diversified firm had little impact on its success rate. What mattered appears not to have been its organizational form, but whether it was a leader in introducing disruptive products and creating the markets in which they were sold.

Clayton M. Christensen • The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail (Management of Innovation and Change)

We believe that corporate leaders should view their portfolio of investments as containing three types of projects, which can be visualized as a pyramid (see Figure 3). The widest part, at the bottom, is a collection of core businesses.