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S1:E7 | Culture Becomes Experience — Breakthrough Builders
breakthrough-builders.comIt traditionally assumed that firms were independent, and so changes would be independent, and so their sizes and aggregate effects would be distributed normally.
W. Brian Arthur • Complexity Economics: Proceedings of the Santa Fe Institute's 2019 Fall Symposium
Fund administration, public accounting CPA - Liccar Inc.
liccar.com
The formula that allowed Murphy to overtake Paley’s QE2 was deceptively simple: focus on industries with attractive economic characteristics, selectively use leverage to buy occasional large properties, improve operations, pay down debt, and repeat.
William Thorndike • The Outsiders: Eight Unconventional CEOs and Their Radically Rational Blueprint for Success
The weaker (or more neglectful) a firm is at developing new business from existing client relationships, the lower the value (and hence the “return on marketing investment”) of getting new clients.
David H. Maister • Managing The Professional Service Firm
Jeremy Offer
linkedin.com
Organizational Design
Patricia A Sanders • 7 cards
This approach uses the individual brand-attribute linkage data