Sublime
An inspiration engine for ideas
WHY IT’S HARD TO BRING BIG COMPANY EXECS INTO LITTLE COMPANIES
Ben Horowitz • The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers
If firms are active in nurturing existing client relations, existing clients can and do become “saturated,” creating the need for new clients.
David H. Maister • Managing The Professional Service Firm
Most companies just look at deal value or customer size when segmenting.
Jennifer Chiang • The Startup's Guide to Customer Success: How to Champion the Customer at Your Company
Never forget this graph.
Missing the 10 best days, which come after the worst days, makes you underperform.
Sure, missing the worst 10 days will make you outperform as well, but the problem is that you should have perfect timing in and out. Not just once, but then times. https://t.co/HP48H1aaSS
The next HBR could be built by a startup. Edtech companies and fundraising platforms look well-positioned to run the Harvard playbook and create a durable, valuable media arm.
Mario Gabriele • Harvard, a Media Company | The Generalist
My strong advice for a company seeking profitable growth is to restrict your purposes to two: to acquire skills and technologies (including growing platforms) that are complementary to the existing strategy and that would be hard to create internally and to provide broader and stronger market access for the target’s products.
Richard Rumelt • The Crux: How Leaders Become Strategists
By zeroing in on this one critical issue something might have been accomplished.
Richard Rumelt • Good Strategy/Bad Strategy: The difference and why it matters
- Finally, the executive is within an organization.
Peter F. Drucker • The Effective Executive: The Definitive Guide to Getting the Right Things Done (Harperbusiness Essentials)
three to five top objectives—