For the 20th Anniversary of Strategy+Business, we threw a virtual party - inviting key thinkers in management history. These are the management and business ideas deemed most valuable by a panel of experts - and then organized according to the problems they help solve. This is a unique way to quickly glean the management ideas that could be useful to you, and where to learn more about them.
About three-quarters of the way through his new book, A Curious Mind: The Secret to a Bigger Life (written with Charles Fishman), Brian Grazer hits the nail on the head. “This isn’t a science,” he says of the business of producing movies. “This is a creative business.” That pretty much describes any business, whether it’s making widgets or producing Apollo 13. Every business is the result of an original, creative innovation, and every business must innovate to sustain its hard-won success.
In survey after survey, business leaders say they want their companies to be more innovative. But companies aren’t innovative. People are. And this year’s best business books on strategy highlight two different approaches to developing the human capacity for innovation. In one, a Hollywood producer describes how curiosity made all the difference to his own life and career — and suggests that only curious leaders can build consistently innovative companies. In the other, two professors, Cass R. Sunstein and Reid Hastie, offer a more dispassionate approach informed by social science. A company’s ability to innovate, they argue in Wiser: Getting beyond Groupthink to Make Groups Smarter, boils down to how well its leaders work together in a group setting. Both are compelling, and A Curious Mind is a real joy to read. But Wiser may be the more important book because so much of scaling and sustaining a company’s success depends on its leaders working well together. For this reason, it is my pick as the best business book of the year on strategy.
CEO-centric research project that set out to answer the following the following question: “How might Connect / Catalyst Inc/ Northern Ireland provide new help to enable more NI startups to get to $10M–100M revenue?”
In this issue, “The 10 Best Performing Leaders to Watch”, we’ve depicted the successful journey of some excellent leaders from diverse backgrounds that have made differences in their particular fields with their unparalleled expertise.
About three-quarters of the way through his new book, A Curious Mind: The Secret to a Bigger Life (written with Charles Fishman), Brian Grazer hits the nail on the head. “This isn’t a science,” he says of the business of producing movies. “This is a creative business.” That pretty much describes any business, whether it’s making widgets or producing Apollo 13. Every business is the result of an original, creative innovation, and every business must innovate to sustain its hard-won success.
In survey after survey, business leaders say they want their companies to be more innovative. But companies aren’t innovative. People are. And this year’s best business books on strategy highlight two different approaches to developing the human capacity for innovation. In one, a Hollywood producer describes how curiosity made all the difference to his own life and career — and suggests that only curious leaders can build consistently innovative companies. In the other, two professors, Cass R. Sunstein and Reid Hastie, offer a more dispassionate approach informed by social science. A company’s ability to innovate, they argue in Wiser: Getting beyond Groupthink to Make Groups Smarter, boils down to how well its leaders work together in a group setting. Both are compelling, and A Curious Mind is a real joy to read. But Wiser may be the more important book because so much of scaling and sustaining a company’s success depends on its leaders working well together. For this reason, it is my pick as the best business book of the year on strategy.
CEO-centric research project that set out to answer the following the following question: “How might Connect / Catalyst Inc/ Northern Ireland provide new help to enable more NI startups to get to $10M–100M revenue?”
In this issue, “The 10 Best Performing Leaders to Watch”, we’ve depicted the successful journey of some excellent leaders from diverse backgrounds that have made differences in their particular fields with their unparalleled expertise.
Your company's identity (what you do) and implementation (how you do it) should be closely linked. Here are the precepts to keep in mind as you bring them together: Aim high. Build on your strengths. Be ambidextrous (sophisticated at both strategy and execution). Clarify everyone's strategic role. Align structures to strategy. Transcend functional barriers. Become a fully digital enterprise. Keep it simple, sometimes. Shape your value chain. And cultivate collective mastery. Do all those things, and your company will be on its way to effectively executing its strategy.
Can Southeast Asian start-ups build world-class organisations?
This study, jointly conducted by Yale-NUS, Eric Salmon & Partners and 6:30 Partners, looks to address the questions keeping CEOs awake at night in this fast changing region.
This book will provide you with new tools, skills,
and a mindset to harness opportunities born of
uncertainty in order to design a better business.
We’ve included tons of real-world examples of
people who have mastered the fundamentals of
design, as well as case studies of companies that
have created change using design as the under-
lying foundation for decision making. And, just as
design is a repeatable process, this book is meant
not only to guide you on your design journey, but
also to provide an ongoing reference to help you
scale the design beyond one project or product
to an entire company.
From studying the top 100 companies on the NYSE, I have discovered the 10 multipliers of high growth companies. The 10 Mulitiliers represent a Blueprint to a Billion.
We’re excited to share a data-driven look at what makes successful founders. We’ve surveyed VCs and distilled characteristics that differentiate successful founders from not so successful ones. What’s your founder superpower? #BasisForSuccess
Some thoughts for any business, consultancy or agency looking to transform and grow through the power of purpose....would love to hear from you
ralph@thebrandexperienceconsultancy.com
A New Value Framework for Creative Businesses - BBH Labs at SPOT Conference 2014Agathe Guerrier
A talk given by Agathe Guerrier, Head of BBH Labs in London, at SPOT conference in Aarhus in May 2014, outlining a point of view on new types of ideas that can drive growth for creative businesses.
Mr.Chris Zook is a partner in Bain & Company , an expert in discovering sources of “profitable growth” for his clients, and James Allen, co-leader of Bain’s Global Strategy practice, are the best-selling co-authors of four books on “how to win the external strategy game.”
Here, these forward thinkers address the fundamental conundrum of growth: In the process of growing, companies face proportionally increased “complexity,” which can stifle that growth. Zook and Allen describe three predictable crises related to growth.
• The first, “overload,” occurs when expanding organizations try to cope with scaling up but only generate internal strife.
• The second, “stall-out,” happens as “organizational complexity” increases rapidly, causing a sudden – and often permanent – slowdown in growth.
• And third, “free fall,” is an abrupt halt of primary market growth so sudden that management can’t cope with it. Companies that avoid or overcome these crises and embrace continued growth share one crucial commonality: a driven, visionary “founder” whose “mentality” permeates and shapes the organization’s culture.
A quick summary and take away of this book which also has an Action plan for Leaders.
Happy Reading & Execution
As a society, we're in the age of transformation, yet we're applying old metaphors and running our transformations like software projects. Let's start to consider transformational change as a series of social movements.
Building the Fit Organization (with guest presenter Dan Markovitz)TKMG, Inc.
Slides for a webinar hosted by Karen Martin on January 21, 2016 and delivered by Dan Markovitz.
Video & webinar description: http://www.slideshare.net/KarenMartinGroup/building-the-fit-organization-with-guest-presenter-dan-markovitz-57375703
Subscribe: www.ksmartin.com/subscribe.
Book: http://amzn.to/1lCeAwj
Your company's identity (what you do) and implementation (how you do it) should be closely linked. Here are the precepts to keep in mind as you bring them together: Aim high. Build on your strengths. Be ambidextrous (sophisticated at both strategy and execution). Clarify everyone's strategic role. Align structures to strategy. Transcend functional barriers. Become a fully digital enterprise. Keep it simple, sometimes. Shape your value chain. And cultivate collective mastery. Do all those things, and your company will be on its way to effectively executing its strategy.
Can Southeast Asian start-ups build world-class organisations?
This study, jointly conducted by Yale-NUS, Eric Salmon & Partners and 6:30 Partners, looks to address the questions keeping CEOs awake at night in this fast changing region.
This book will provide you with new tools, skills,
and a mindset to harness opportunities born of
uncertainty in order to design a better business.
We’ve included tons of real-world examples of
people who have mastered the fundamentals of
design, as well as case studies of companies that
have created change using design as the under-
lying foundation for decision making. And, just as
design is a repeatable process, this book is meant
not only to guide you on your design journey, but
also to provide an ongoing reference to help you
scale the design beyond one project or product
to an entire company.
From studying the top 100 companies on the NYSE, I have discovered the 10 multipliers of high growth companies. The 10 Mulitiliers represent a Blueprint to a Billion.
We’re excited to share a data-driven look at what makes successful founders. We’ve surveyed VCs and distilled characteristics that differentiate successful founders from not so successful ones. What’s your founder superpower? #BasisForSuccess
Some thoughts for any business, consultancy or agency looking to transform and grow through the power of purpose....would love to hear from you
ralph@thebrandexperienceconsultancy.com
A New Value Framework for Creative Businesses - BBH Labs at SPOT Conference 2014Agathe Guerrier
A talk given by Agathe Guerrier, Head of BBH Labs in London, at SPOT conference in Aarhus in May 2014, outlining a point of view on new types of ideas that can drive growth for creative businesses.
Mr.Chris Zook is a partner in Bain & Company , an expert in discovering sources of “profitable growth” for his clients, and James Allen, co-leader of Bain’s Global Strategy practice, are the best-selling co-authors of four books on “how to win the external strategy game.”
Here, these forward thinkers address the fundamental conundrum of growth: In the process of growing, companies face proportionally increased “complexity,” which can stifle that growth. Zook and Allen describe three predictable crises related to growth.
• The first, “overload,” occurs when expanding organizations try to cope with scaling up but only generate internal strife.
• The second, “stall-out,” happens as “organizational complexity” increases rapidly, causing a sudden – and often permanent – slowdown in growth.
• And third, “free fall,” is an abrupt halt of primary market growth so sudden that management can’t cope with it. Companies that avoid or overcome these crises and embrace continued growth share one crucial commonality: a driven, visionary “founder” whose “mentality” permeates and shapes the organization’s culture.
A quick summary and take away of this book which also has an Action plan for Leaders.
Happy Reading & Execution
As a society, we're in the age of transformation, yet we're applying old metaphors and running our transformations like software projects. Let's start to consider transformational change as a series of social movements.
Building the Fit Organization (with guest presenter Dan Markovitz)TKMG, Inc.
Slides for a webinar hosted by Karen Martin on January 21, 2016 and delivered by Dan Markovitz.
Video & webinar description: http://www.slideshare.net/KarenMartinGroup/building-the-fit-organization-with-guest-presenter-dan-markovitz-57375703
Subscribe: www.ksmartin.com/subscribe.
Book: http://amzn.to/1lCeAwj
In 2016, forward-thinking workplaces want to make it easier for employees to balance office live with personal life, with health and wellbeing set to become a major focus
Business optimization | building your first million is easySurjeet Singh
Making your first million is easier with the help of these a few steps. you'll find that making millions in a few short years is not that much difficult as you think before.
Discover The Top 10 Types Of Colleagues Around YouAnkur Tandon
The best part being with different colleagues is we learn a lot from them. Good or bad, sooner or later, better or best, we learn something unique from the different personalities working with and around us at our workplace. Read more interesting content, at www.thecareermuse.co.in - We intend to inform and inspire recruiters, job seekers and anyone with an interest in the workplace and HR technology.
Hope you enjoyed reading the Infographic.
Feel free to share your feedback with us at @CareerBuilderIn
Ever see great presentations on this site and wonder "How can I make slides like those?"
This quick, insight-packed course will distill many of the major lessons I've learned designing presentations (20 or so of which have been featured on the Slideshare homepage for clients like Honigman Media and Group 8A) over the past half decade.
The major areas of discussion include
STORYTELLING | RHETORIC | DESIGN
Each of these are rigorously examined using easy to understand examples and practical, actionable takeaways.
Click through these slides and come out the other side a better presentation designer, guaranteed!
I currently teach Digital Marketing at General Assembly and have given this lecture to nearly unanimous positive feedback.
If you'd like to get access to this PDF or pick my brain about presentation design, marketing, etc... shoot me a line!
EMAIL: Jig813@gmail.com
TWITTER: twitter.com/JoeandTell
LINKEDIN: linkedin.com/in/josephgelman
31 Quotes To Celebrate Teamwork and CollaborationHubSpot
When true team work happens, everything changes. You're working faster, finding mistakes easier, and innovating better. To inspire your team to band together and celebrate collaboration, we've gathered some of our favorite quotes on the power of teamwork.
10 Best Practices of a Best Company to Work ForO.C. Tanner
What does it take to be named a Best Company to Work for by FORTUNE magazine? For starters, a winning culture, collaboration, and creating an environment for learning and growth. Take a look at these slides for more ideas!
This list is more or less a curation of tips I've surfaced from my reading or research and from what I've observed from being around some incredible investors and successful entrepreneurs. Note, this advice is geared towards ideation through product-market fit level startups, but the life tips are universally applicable I would say.
When possible, I tried to make the tip "actionable", which I define as something that's able to be done;
or an action having practical value.
So, in no particular order, I give you the Startup and Life Tips for Entrepreneurs: a Journal of Thoughts...
Building an enduring, multi-billion dollar consumer technology company is hard. As an investor, knowing which startups have the potential to be massive and long-lasting is also hard. From both perspectives, identifying companies with this potential is a combination of “art” and “science” — the art is understanding how products work, and the science is knowing how to measure it. At the earliest stages of a company, it comes down to understanding how a product is built to maximize and leverage user engagement.
In this presentation, Sarah Tavel shares her "Hierarchy of Engagement" framework she uses to evaluate non-transactional consumer companies she is looking to invest in.
Habits at Work - Merci Victoria Grace, Growth, Slack - 2016 Habit SummitHabit Summit
Presented at the 2016 Habit Summit at Stanford (see: www.HabitSummit.com)
Merci Victoria Grace leads the Growth team at Slack.
Prior to joining Slack, she started a venture-backed game company, designed The Sims Social at Electronic Arts, and worked at a range of consumer, mobile and enterprise startups.
Here she shares insights on putting "Habits to Work at Work".
Leader's Guide to Motivate People at WorkWeekdone.com
Motivation leads to higher performance, morale and productivity. Nevertheless, 30% of executives say that motivating their employees is their toughest job. We are here to help you out by giving answers to the following subjects:
- Why motivation matters?
- Cost of disengaged employees
- What really motivates people? Science and data
- Practical 6 step guide to motivate people at work
43 Expert Tips for Future Proofing Your Content StrategyVisme
Top content marketers and social media influencers provide their best advice and insights on how to future proof your content strategy against content shock and content fatigue.
14 Tips to Entrepreneurs to start the Right StuffPatrick Stähler
14 tips for Entrepreneurs how they can develop from an idea the Right Thing. The Right is being loved by your customers, gives meaning to you and employees and is profitable. Finding and later doing the Right Thing is an agile and iterative learning journey. With these 14 tips you can profit from the experience of successful entrepreneurs since you do not have to experience and fail by yourself. Hopefully, the slide deck helps other entrepreneurs.
As a leader, you spend a lot of your time making sure that your team is working well together. Here are the secrets that every manager should know to make your team successful.
Subscribe to our free 11-day email course on HOW TO BE A BETTER LEADER:
http://officevi.be/29Sx4bK
Read more on employee engagement on Officevibe blog:
https://www.officevibe.com/blog
10 Ways Your Boss Kills Employee MotivationOfficevibe
It’s so hard to have engaged employees. It’s such a delicate thing to try and get right because employees can be fragile.
As a manager, you have to do everything in your power to make sure employees are happy and engaged at all times.
Usually, the problem is the boss, and not things like the company, mission statement, or co-workers.
If you know that your boss is the biggest problem, there are ten things that they do to kill motivation. If you’re a manager and you’re reading this, make sure you avoid these mistakes to ensure that your employees are engaged during work.
The secret to good leadership is to be authentic. Be honest with your staff.
Read more on Officevibe blog:
https://www.officevibe.com/blog/10-kill-employee-motivation
like us on Facebook!:
www.facebook.com/officevibe
Deloitte University Press’s recent “Global Human Capital Trends 2014” report identified that re-skilling HR is a “top three” priority for enterprises worldwide. Yet only 15 percent of organizations say they are ready to respond to this trend, and even fewer (11 percent) say they are ready to implement workforce analytics.
What is driving this trend? How does the re-skilling of HR relate to workforce analytics?
In this webinar, workforce analytics experts Dave Weisbeck and Ian Cook will explore:
HR’s evolving role, from tactical to strategic player.
Key drivers of the “datafication” of HR.
Connecting the dots between strategy and analytics.
How to develop analytics acumen within HR.
Approaches for accelerating the adoption of analytics.
Becoming a truly strategic business partner.
Turning numbers into action: Case study examples of HR as a strategic partner.
Putting the "Strategic" in Strategic Business PartnerVisier
Deloitte University Press’s recent “Global Human Capital Trends 2014” report identified that re-skilling HR is a “top three” priority for enterprises worldwide. Yet only 15 percent of organizations say they are ready to respond to this trend, and even fewer (11 percent) say they are ready to implement workforce analytics.
What is driving this trend? How does the re-skilling of HR relate to workforce analytics? Find out how to put the "strategic" in Strategic Business Partner.
View the full webinar recording here:
http://www.visier.com/lp/putting-strategic-in-strategic-business-partner/
Virtuoso, the ebook was put together with the idea of helping you get more leverage out of every marketing and sales dollar you spend, by giving your salesforce everything it needs to become a 21st century selling machine.
Vivaldi UK Capabilities | Financial ServicesRichard Rolka
Consumers’ rising expectations, disruptive new entrants and new possibilities with consumer data are only some of the trends currently transforming the financial services industry.
Issue | McKinsey Quarterly 2013 Number 4
@McKQuarterly
Strategy to beat the odds
Examines how to make wise strategic choices, mobilize the C-suite to take advantage of big data, use social technologies to engage employees and transform organizations, and build vibrant communities with help from companies.
We are proud to announce our 34th Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,500+ innovation-related articles.
A preview of Pitching Hacks (How to pitch investors).
We’ve founded companies like Epinions; helped start companies that are backed by Sequoia, Benchmark, and Kleiner Perkins; raised $100M or so for startups; and invested another $20M in about 12 companies. This book summarizes the lessons we've learned along the way.
Buy the whole book at http://venturehacks.com/pitching
What large companies can learn from the working culture and methodos of startups
The linear career path is long gone. Organizations need managers and executives with a high degree of diversity and curiousity to navigate through uncertainty. People who were exposed to a startup or involved in intrapreneurship experience
The competition for talent has gone global, turnover is rising and employee engagement is stagnant at best. Companies have never had a greater need to understand with precision what it takes to recruit, retain and motivate employees. As a result, never before has HR had such an opportunity to move the needle for the business it supports.
As highlighted in a recent Harvard Business Review paper, “HR Joins the Analytics Revolution,” “a growing number of corporate boards, CEOs and CHROs understand that by applying data-driven solutions to improve decisions about talent, they can improve revenues and profits.” But what does this datafication of HR mean for the HR business partner and practitioner?
In this webinar, analytics expert Dave Weisbeck will provide direct examples of actions HR can take to:
Improve recruitment success and more efficiently find the skills and expertise needed at the right time for the best price.
Retain star performers more cost-effectively
Decode workforce planning and “dollarize” the people strategy.
Demystify diversity to develop a workforce that is more innovative, performs better and helps expand the company’s pool of customers.
Join Dave Weisbeck, Visier's chief strategy officer and an expert in statistical analysis and HR metrics, as he presents on this important topic.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
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ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
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All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
1. Strategy& | PwC
20 Questions
for Business
Leaders
The entire history of
management ideas can be
seen as a series of answers
to a few pragmatic queries.
by Art Kleiner and Nancy A. Nichols
2. Strategy& | PwC
Introduction Whether we’re conscious of it or not,
every management decision is motivated by
a desire to find universal answers to very
specific questions. People who succeed in
organizations tend to be pragmatic problem
solvers. They have to be, because of the
myriad challenges they face. How to grow the
enterprise. How to get work done. How to find
customers. How to be themselves in the
workplace. And so on. Because there are no
easy answers to these complex problems,
they test the answers by starting a company,
launching a project, or making a move. As
they succeed and fail, the most attentive of
them learn from the results. The history of
business is thus the story of entrepreneurs,
executives, leaders, and employees, lurching
from one experimental answer to another.
They gain expertise and acumen, and profits
and revenues, and, along the way, add to the
theory of management.
3. Strategy& | PwC
Introduction For the 20th anniversary of strategy+business, we, the editors and staff
of this magazine, thought we’d celebrate this grand story of management
thinking by holding, in effect, a grand party. We’d invite all the luminaries
of management thought, from antiquity to today, to join us in spirit. Or at
least to have their ideas in the room. And you’re invited too.
This catalog will give you an initial taste of the result: a browsable,
ever-increasing compilation of management ideas, recast and reframed
as we think only s+b can do it. We could fit only some of it in print, of
course. The complete catalog, in its evolving complexity and with links to
supporting materials, can be found online at strategy-business.com/
managementhistory. It’s a kind of genealogy chart of management ideas,
showing their sources, their influences, and a little bit about how they
are put into practice.
We started this catalog with a simple but grandiose idea: We’d
celebrate our magazine’s history by tracking the most influential
business ideas throughout history. We invited some of the most insightful
business historians and observers we know to a workshop. Participants
came prepared with lists of what they considered the milestones of
management history.
We spent the day posting ideas on a conference room wall,
grouping them, and trying to get to the heart of each with an incisive
phrase or reference.
We ended up with about 400 entries, more or less organized by
theme. Then we refined them to the version you see here. We found that
each group of ideas could be fairly well summed up in a single question
and there happened to be about 20 of them — 20 questions for 20 years
of s+b, a heartening coincidence.
Of course, this catalog of management thinking isn’t the last word.
There never will be a last word with practical philosophy; there is always
more coming, because the problems are never fully solved. But that
means there will always be another chapter, another issue. As we mark
our 80th issue, we hope strategy+business will continue to be one of the
primary places to find that next great management idea, and understand
what it could mean for you and your organization.
BY ART KLEINER AND NANCY A. NICHOLS
6. Strategy& | PwC
Keep
asking,
“Why does
the world
need this
company?”
Leaders become better
strategists by engaging in
conversations about the
purpose of the company.
Cynthia Montgomery, The
Strategist: Be the Leader Your
Business Needs, 2013
Become a monopoly.
American Telephone
and Telegraph avoided
competition for 75 years
by guaranteeing the U.S.
government universal
telephone service in exchange
for the sole right to a
nationwide phone system.
Theodore Vail, first president
of AT&T (and Alexander Graham
Bell’s protégé) (1913–1982)
Compete on core
competencies.
Develop a “bundle of
skills and technologies”
for an edge.
C.K. Prahalad and Gary Hamel,
“The Core Competence of the
Corporation,” Harvard Business
Review, 1990
Compete ruthlessly.
Make yourself stronger by
taking advantage of your
competitors’ weaknesses.
George Stalk and Rob
Lachenauer, Hardball, 2004
13
How do
we win?
Diversify.
Hedge your exposure to the
business cycle, combining
diverse businesses and
relying on your own expertise
to hold them together.
Gulf + Western, Hanson, ITT,
Jardine Matheson, Mitsubishi,
Tata Group, and others
Execute
excellently.
Focus your top leaders’
attention on operational
prowess: Become a high-
performance company.
William Abernathy and Robert
Hayes, “Managing Our Way to
Economic Decline,” Harvard
Business Review, 1980
Larry Bossidy and Ram
Charan, Execution, 2002
7. Strategy& | PwC
Build your
knowledge,
appear weak
while
growing
strong, and
when you’re
ready, strike
decisively.
“He will win who knows when
to fight and when not to fight.
He will win who knows how to
handle both superior and
inferior forces. He will win who,
prepared himself, waits to take
the enemy unprepared.”
Sun Tzu, The Art of War, 500 BC
Plan for your
plans to fail.
The “fog of war” means
that strategists must
continually contend with
chance and emotion.
Prussian General Carl von
Clausewitz, On War, 1832
Build big strategic-
planning operations.
Hire experts — the more, the
better — put them in teams,
and ask them to develop
elaborate plans. It worked for
major companies in the 1960s,
didn’t it?
Kenneth R. Andrews
Stake out a
Competitive
position.
Choose a strategy defensible
against “five forces”:
substitution, competition from
established rivals, competition
from new entrants, bargaining
power of suppliers, and the
bargaining power of customers.
Michael Porter, seminal theorist of
the positioning school of strategy
and author of Competitive Strategy,
1980
Let a thousand
flowers bloom.
Try as many options as
possible. Embrace those
ventures that work, discard
those that don’t, and adjust
your strategy rapidly as
circumstances change.
Henry Mintzberg, The Rise and Fall
of Strategic Planning, 1994
14
How do
we win?
Close the
gap between
strategy and
execution.
A truly winning company
is coherent: It manages itself
around a few differentiating
capabilities — and integrates
them with every aspect of
strategy and execution, across
everything they do.
Cesare Mainardi and Paul
Leinwand, The Essential Advantage,
2011, and Strategy That Works,
forthcoming, 2016
9. Strategy& | PwC
Anticipate black
swans.
You can’t predict or avoid
impossible calamities, but you
can develop your company’s
ability to cope.
Nassim Nicholas Taleb,
Black Swan, 2007
Invent your own
certainties.
“The best way to predict the
future is to create it.”
Alan Kay, Xerox Palo Alto Research
Center, 1971
Pay attention to
the way you pay
attention.
“How can I know what I think
until I see what I say?”
Karl Weick, Sensemaking in
Organizations, 1995
Imagine
multiple
scenarios.
Explore several possible
futures to raise your awareness
of the present and help you
make better decisions by
distinguishing predetermined
events from critical
uncertainties.
Royal Dutch Shell Group
(home to Pierre Wack, Ted Newland,
Arie de Geus, Peter Schwartz,
and other business thinkers), 1971;
“The Man Who Saw the Future,”
s+b, 2003
How do
we prepare
for
uncertainty?
16
Watch out
for mega-
trends.
All of business is affected by
great sweeping forces:
demographic and social
change, shifts in global
economic power, rapid
urbanization, climate change
and resource scarcity, and
technological breakthroughs.
Alvin and Heidi Toffler,
Future Shock, 1970
John Naisbitt, Megatrends, 1982
PwC, “How to Seize Opportunities
When Megatrends Collide,” s+b,
2015
16
11. Strategy& | PwC
What
will help
us make
smarter
decisions?
18
Better
industry
data.
Harvard’s Bureau of Business
Research was created in 1911
to gather and aggregate
general sales and operating
data — the first of many such
sources.
Best practices.
Learn from the healthiest and
most elite companies, using
case studies and consulting
experience — and the whole
industry evolves.
Harvard Business School, 1924
Management Consultants
Everywhere
William P. Barnett,
The Red Queen among
Organizations, 2008
SWOT (strengths,
weaknesses,
opportunities, and
threats).
Systematically plot the pros
and cons of any decision
before committing.
Edmund Learned, C. Roland
Christensen, and Ken Andrews,
1960s
Better
decision
making.
Decision making must be
sufficiently broad to take into
account all the necessary
information, but realistic
enough to make progress.
Herbert Simon, Administrative
Behavior, 1947
Game
theory.
Analyze how your moves
affect everyone else’s
options, and vice versa.
Avinash K. Dixit and
Barry Nalebuff, Thinking
Strategically, 1990; “The Game
Maven of New Haven,” s+b, 2007
Thinking slow.
“Nothing in life is quite as
important as you think
it is while you’re thinking
about it.”
Daniel Kahneman, Thinking,
Fast and Slow, 2011
13. Strategy& | PwC 20
What do
we know
about
change?
Only the
paranoid
survive.
Disrupt your own success,
or someone else will.”
Andy Grove, Only the Paranoid
Survive, 1996
Systems change in
nonlinear ways.
You have leverage if you
recognize the accelerating and
balancing feedback in system
dynamics. Can you ride the
waves of change around you?
Jay Forrester, Industrial Dynamics,
1961; “The Prophet of Unintended
Consequences,” s+b, 2005
Changing a
company is like
running a campaign.
Articulate the urgency,
set goals, organize a team
to lead change, win hearts
and minds, and roll out the
new regime.
John Kotter, Leading Change, 1996
Be agile.
Strategic responsiveness is
the ability to sense new risks
and new opportunities in the
business environment and
to quickly craft a response
to those pressures.
USC’s Center for Effective
Organizations, “The Agility
Factor,” s+b, 2013
PwC’s Technology Industry
Advisory Practice, “Agility Is
Within Reach,” s+b, 2015
Change works best
in small groups.
In small groups, people learn
collective self-awareness.
Kurt Lewin
National Training Laboratories
Edith and Charles Seashore,
1930–46
Your culture
is your ally.
Identify and promote a critical
few people, attributes, and
behaviors that point in the right
new direction.
Jon R. Katzenbach and others,
“Stop Blaming Your Culture,”
s+b, 2011, and “The Critical
Few,” s+b, 2014
15. Strategy& | PwC 22
What’s
the best
way
to
do the
work?
Recognize
that what
gets
measured
gets
managed.
Breaking down operations
into tasks, performing time-
and-motion analysis of each
task by trained experts, and
forcing conformity to the one
best way of doing the work
was a source of immense
productivity gains at first,
but soon led to authoritarian
micromanagement.
Frederick Taylor, The
Principles of Scientific
Management, 1911
Harness tacit
knowledge by
making it explicit.
It’s critical to convert
tacit knowledge (held in
peoples’ minds and
conversations) into codified
knowledge (captured in
routines, documentation,
and software), without
losing vitality.
Ikujiro Nonaka, “The Knowledge-
Creating Company,” HBR, 1991;
“The Practical Wisdom of Ikujiro
Nonaka,” s+b, 2008
Execute,
execute,
execute.
“Execution is making things
happen. There are so many
things in the world that are
postured in terms of theory or
strategy that don’t translate
into action.”
Larry Bossidy, s+b Thought
Leader Interview, 2002
16. Strategy& | PwC 23
What’s
the best
way
to
do the
work?
Build good
master–
apprentice
relation-
ships.
Arguably the first text on
management was a tome on
how to avoid waste and
unnecessary severity in
disciplining subordinates.
James Montgomery, The
Carding and Spinning Master’s
Assistant, 1832
Manage by
walking
around.
Hewlett-Packard founder and
legendary leader David
Packard argues that managers
must be active and engaged.
David Packard, The HP Way, 1995
Aim for excellence.
Skillful management makes
the most of people’s talent,
incorporates a bias for
action, promotes simplicity,
and fosters a passion
for work.
Tom Peters and Robert
Waterman, In Search of
Excellence, 1982
“Improve constantly
and forever” with
quality, lean, and
kaizen.
Team-based methods for
seeing the system, using
statistics to identify significant
issues, eliminating waste, and
continuously improving
production, ingrained into day-
to-day habits and attitudes.
The Toyota Production System,
Taiichi Ohno, W. Edwards
Deming, James Womack and
Daniel Jones, and many more,
“Seeing Your Company as a
System,” s+b, 2010
18. Strategy& | PwC 25
How
can I
possibly
get
everything
done?
Do less.
Every day, remove one
undone item from your
to-do list — deciding
never to tackle it.
Tasha Eurich, Bankable Leadership:
Happy People, Bottom-Line Results,
and the Power to Deliver Both, 2015
Begin with
the end in
mind.
Be proactive; prioritize the
important over the urgent.
Stephen Covey, The 7 Habits of
Highly Effective People, 1989
Know fewer
people.
Before about 1870, no
one in the middle classes
complained about being
busy; then, everyone did,
after trains and telegrams
brought more people
together.
Adam Gopnik, “Bumping Into
Mr. Ravioli,” New Yorker, 2002
You won’t.
Get used to
it.
“The pressures of [the] job
drive the manager to be
superficial in his actions — to
overload himself with work,
encourage interruption,
respond quickly to every
stimulus, seek the tangible and
avoid the abstract, make
decisions in small increments,
and do everything abruptly.”
Henry Mintzberg, “The
Manager’s Job: Folklore
and Fact,” HBR, 1975
Make lists.
Capture everything you’re
thinking about, and then do
it now, delegate it, or put it
on a list. Be sure to manage
the lists so you get the right
things done right.
David Allen, Getting Things
Done, 2001
20. Strategy& | PwC
What
systems
should
we use to
track
how we’re
doing?
27
Double-
entry book-
keeping.
Match debits against credits,
and assets against liabilities.
Florentine and Genoan
merchants, codified by
Luca Pacioli, a Franciscan
friar and collaborator of
Leonardo da Vinci, 14th and
15th centuries
Activity-based
costing and the
balanced scorecard.
Integrate accounting with
operations, assigning metrics
to every activity, illuminating
hidden costs and opportunities
for improvement.
Robert S. Kaplan and
David P. Norton, 1992
Chartered accounting.
Track asset depreciation,
inventory valuation, and other
business results, meeting
standards of certification and
accuracy.
Institute of Chartered Accountants of
Scotland, Queen Victoria, 1854
Return on
investment
and related
metrics.
Estimate expected revenues
and profits against the invested
capital, and track the difference
with actuals.
Donaldson Brown, CFO of
DuPont and General Motors,
Some Reminiscences of an
Industrialist,1920
Accounting.
Keep track of inventories,
sales, and, always, taxes.
Ancient societies (Babylon, Assyria,
Sumeria, Egypt), 7000–1000 BC
Ingrained awareness
instead of numbers.
Emulate the Toyota
Production System, in which
people gain direct awareness
of the flow of work without
data-driven controls.
H. Thomas Johnson and
Anders Brom, Profit Beyond
Measure, 2000
22. Strategy& | PwC 29
What’s
our ideal
organizational
design?
Fit for
purpose.
A company, with a unique
strategy, capabilities, and
culture, can combine four
formal building blocks
(structures, decision rights,
motivators, and information
flows) and four informal ones
(norms, commitments, mind-
sets, and networks) in a tailored
way that yields high
performance.
Gary Neilson and the
Organizational DNA team
(2004–present); “How to Design a
Winning Company,” s+b, 2013
A reengineered
company.
The ability to heavily
automate business
processes brings forth
a new way of organizing
companies.
Michael Hammer and James
Champy, Reengineering the
Corporation, 1993
A portfolio of
companies.
Modern portfolio theory
suggests organizing a
company as if each
division were a separate
profit center.
Harry Markowitz, 1952
Platforms
open to
the world at
large.
Authority goes to the person
who can best use it at that
moment. The structure
depends on peer-to-peer
relationships among
participants.
Zhang Ruimin, s+b Thought Leader
interview, 2014
Mila Baker, Peer-to-Peer
Leadership, 2013
A family of
companies.
Japan’s keiretsu and
Korea’s chaebol systems
pool enterprises to share
resources, consolidate
financial activity, and
dominate their markets.
Keiretsu originated in the 1940s and
include Fuyo, Sanwa, Sumitomo,
Mitsubishi, Mitsui, and Dai-Ichi
Kangyo. The chaebol form was
established in the 1960s and
includes Samsung, LG, Hyundai,
SK, GS, Lotte, and Daewoo.
A federalist
shamrock
organization.
A small central core and
multiple branches in which
decision making is pushed to
the most local feasible level.
Charles Handy, The Age of
Unreason, 1989; “The Paradox of
Charles Handy,” s+b, 2003
24. Strategy& | PwC
How
shall we
grow?
31
Move into adjacencies.
Bring your existing products
and services to related sectors.
Chris Zook, Profit from
the Core, 2001
Sail to blue
oceans.
Look for open markets
where there are no serious
competitors.
W. Chan Kim and Renée
Mauborgne, Blue Ocean
Strategy, 2005
Give it away.
If marginal costs are low,
offer nonpaying customers a
“freemium” model, in which
they get basic services gratis
but have to pay for premium
services.
Jarid Lukin of Alacra;
Chris Anderson, Free, 2009
Seek headroom.
Expand within your current
markets by finding new
offerings for the same
customers.
Ken Favaro, David Meer, and
Samrat Sharma, “Creating an
Organic Growth Machine,” HBR,
2012
Use your capabilities.
Look for in-market and near-
market growth where your
strengths make a difference.
Gerald Adolph and Kim David
Greenwood, “Grow from Your
Strengths,” s+b, 2015
26. Strategy& | PwC 33
What do
we know
about
global
expansion?
Time differences
can be overcome.
Prompted by the creation of
railroads, global time zones
enabled the management of
large, multistate industrial
enterprises.
The International Meridian
Conference, 1884
The world
is flat.
The global economy is
so interconnected that
regional differences matter
less and less.
Thomas Friedman, The World Is
Flat, 2005
Emerging
markets
evolve in
predictable
ways.
For every phase of a market’s
life cycle, an ideal mix of
products and services exists.
Alonso Martinez and Ronald
Haddock, “The Flatbread Factor,”
s+b, 2007
There’s a
fortune
at the
bottom of
the pyramid.
Huge business opportunities
exist in elevating the world’s
poorest people to a post-
subsistence life. But “doing
business with the world’s
4 billion poorest people will
require radical innovations in
technology and business
models.”
C.K. Prahalad and Stuart Hart, “The
Fortune at the Bottom of the
Pyramid,” s+b, 2002
The world is semi-
globalized.
For business strategy, regional
differences matter as much as
they ever did.
Pankaj Ghemawat, Redefining
Global Strategy, 2007, and s+b
Thought Leader interview, 2008
28. Strategy& | PwC
Give them
what they
really want
and need,
whether or
not it’s in
your
business
category.
“People actually do not buy
gasoline…. What they buy is
the right to continue driving
their cars.”
Theodore Levitt, “Marketing
Myopia,” HBR, 1960
Segment your
customers with
sophistication.
Seek customers not just with
demographic data but with
many criteria, including value,
aesthetics, and functionality.
Daniel Yankelovich,
“New Criteria for Market
Segmentation,” HBR, 1964,
and s+b Thought Leader
interview, 2005
35
How do we
attract
customers?
Use analytics to
gain in-depth
awareness of your
customers.
Measure your way to market
insight.
Thomas Davenport, Competing on
Analytics (2007) and David Meer,
“The ABCs of Analytics,” s+b, 2013
30. Strategy& | PwC 37
What’s
the best
way to
innovate?
Sprint and
scrum.
Free-floating teams come
together for concentrated
effort and postmortems.
Zope Corporation and other agile
software developers; Al Kent,
“Warfare, Software, and Industrial
Design,” s+b, 2014
Be green.
Design sustainability into your
business model and your
production processes, not just
into your products.
William McDonough and Michael
Braungart, Cradle to Cradle, 2010
Disrupt your
own business.
Focus on your future
customer’s needs. Bypass
your existing customer’s
needs.
Clayton Christensen, The
Innovator’s Dilemma, 1997, and s+b
Thought Leader interview, 2001
31. Strategy& | PwC 38
What’s
the best
way to
innovate?
Open the doors.
Collaborate with people
outside your company.
“The Thought Leader
Interview: Henry Chesbrough,”
s+b, 2011
A.G. Lafley, “P&G’s Innovation
Culture,” s+b, 2008
Bill Fischer, Umberto Lago, and
Fang Liu, “The Haier Road to
Growth,” s+b, 2015
Build a
skunk
works.
Create a safe, funded place
where innovators can work
without restrictions. Such an
environment led Lockheed
Aircraft to produce the first jet
fighter in 1943.
Align innovation
to strategy.
Instead of spending more on
R&D, spend in line with your
business priorities.
Barry Jaruzelski, Volker Staack, and
Brad Goehle, “Proven Paths to
Innovation Success,” s+b, 2014, and
Global Innovation 1000, 2005–
present
Steal and
steal again,
only better.
The American textile industry
took off when an English
apprentice named Samuel
Slater memorized the design of
Richard Arkwright’s textile-
making machine, illegally
emigrated to the U.S., and built
his own copy in Rhode Island.
Chinese shan zhai companies
do the same today.
Samuel Slater, 1790
33. Strategy& | PwC
What
should we
do for our
employees?
40
Respect
and
empower
them.
Seek power with people —
giving them autonomy to make
decisions on the company’s
behalf — rather than power
over them.
Mary Parker Follett, Dynamic
Administration, 1920s
Reward them with
meaning, not just
money.
Money is a hygiene factor. Not
having enough of it causes
distress, but job satisfaction
matters just as much.
Frederick Herzberg, “One More
Time: How Do You Motivate
Employees?” HBR, 1968
Motivate
them
using the
carrot
or the stick.
It’s one or the other: People
are motivated by fear or by
their own ambition. Douglas
McGregor called it Theory X
or Theory Y.
Douglas McGregor, The Human
Side of Enterprise, 1960
Pay
attention
to them.
Turn down the lights, and
workers work harder. Turn
up the lights, and workers
work harder.
Elton Mayo and the Hawthorne
Experiments, 1927–32
Provide them with five
things people crave:
status, certainty,
autonomy, relatedness,
and fairness.
Increase the perceptible
levels of status, certainty,
autonomy, relatedness, and
fairness, and you’ll trigger
productive neurological
responses.
David Rock, “Managing with the
Brain in Mind,” s+b, 2009
35. Strategy& | PwC 42
What is
honorable?
Building it
to last.
Companies with enduring
visions and values win.
Jim Collins and Jerry Porras,
Built to Last, 1994
Art Kleiner, “Climbing to Greatness
with Jim Collins,” s+b, 2001
Embracing
sustainable
enterprise.
Transformative changes are
needed if businesses expect
to contribute to social and
environmental health.
Mark Moody-Stuart, John Hope
Bryant, Andrew S. Winston, and
Jon Elkington, 2010s
Being a
giver,
not a taker.
Help others — even when
there is nothing in it for you.
Adam Grant, “Turning the
Tables on Success,” s+b, 2013
Charging others
as we would have
them charge us.
The golden rule in commerce:
Set fair prices that cover the
costs of production, but don’t
take advantage of people in
desperate need.
St. Thomas Aquinas, Summa
Theologica, 1265–73
Making work
a calling.
The world of work and
enterprise should be an
ennobling way to devote
one’s energies. This aspect
of Protestant theology may
have laid the groundwork
for capitalism.
Max Weber, The Protestant Ethic
and the Spirit of Capitalism, 1904
37. Strategy& | PwC
How can
we fulfill our
potential?
44
Self-
actualize.
Ascend the hierarchy of
needs — attain survival,
safety, security, love and
belonging, esteem, and
ultimately accomplishment
and transcendence —
to make a contribution
larger than oneself.
Abraham Maslow, “A Theory of
Human Motivation,” 1943, and
Eupsychian Management: A
Journal, 1965
Become skilled
at reflection and
inquiry.
Learn to talk openly about your
team’s espoused theories (what
you say and think you mean)
and your theories in use (what
you really believe).
Chris Argyris and Donald Schon,
The Reflective Practitioner, 1960
Cultivate
the “learning
disciplines” of
understanding,
complexity,
aspiration, and
reflective
conversation.
Learning is a full-time job.
Peter Senge, The Fifth
Discipline, 1990
Understand
the
dynamics
That
underlie
conflict.
Confront conflict head-on.
Edith and Charles Seashore,
1930–46
Get another
person’s
perspective
on your
progress.
Listen — really listen — to
someone else for a change.
Marshall Goldsmith, “Leadership Is
a Contact Sport,” s+b, 2004
39. Strategy& | PwC 46
How can
I work
here and
still be me?
Find a parenting-
friendly company
culture.
The belief persists that women
can’t be great executives
because of the potential
distractions of motherhood.
Only full support for family
commitments can overcome
that bias.
Felice Schwartz, “Management
Women and the New Facts of Life,”
HBR, 1989
Confront
rankism:
the
tendency to
ignore,
abuse, and
exploit other
people.
Racism and sexism
are manifestations of
a deeper problem: the
ingrained human tendency
to ignore, abuse, and
exploit other people.
Robert Fuller, Somebodies and
Nobodies, 2003
Art Kleiner, “Diversity and Its
Discontents,” s+b, 2004
Declare
your identity
in a way that
promotes
change.
Coming out of the closet is
good for business.
John Browne, The Glass Closet,
2007
Christine Bader, “The Business
of Coming Out at Work,”
s+b, 2014
Find ways to overcome
obstacles to success.
Women should find their own
path to the top, making the
most of their leadership talent
and playing the game in their
own way.
Sheryl Sandberg, Lean In, 2013
Step across
the divide of
privilege.
Most business professionals
are still too unaware of the
gaps that exist among people
of different backgrounds and
status levels.
Barbara Waugh and Stacy Cusulos,
American Family, 2010
41. Strategy& | PwC
Why
do business
enterprises
exist?
48
To take risks
government
s won’t or
can’t.
Corporate charters were
issued by Renaissance royalty
to allow entrepreneurs to
undertake risky new ventures,
like sailing to the New World.
Joint stock companies,
17th and 18th centuries
To reduce
transaction costs.
Putting business activity
inside a single enterprise
avoids the friction involved in
building and managing
external relationships.
Ronald Coase, The
Nature of the Firm, 1937
For the
people
who buy
their goods
and
services.
“There is only one valid
definition of business purpose:
to create a customer.”
Peter Drucker,
Management, 1973
For the shareholders.
“A corporate executive is an
employee of the owners of the
business. [His or her primary]
responsibility is to conduct the
business in accordance with
their desires, which generally
will be to make as much money
as possible while conforming to
the basic rules of the society.”
Milton Friedman, “The Social
Responsibility of Business Is to
Increase Its Profits,” New York
Times Magazine, 1970
43. Strategy& | PwC 50
What the
hell is
leadership?
It’s the tangible
but invisible
empowerment of
the enterprise.
“The highest type of ruler is
one of whose existence the
people are barely aware.”
The Tao Te Ching, 570 BC
It’s ethically
driven
influence.
“The endurance of organization
depends upon the quality of
leadership; and that quality
derives from the breadth of the
morality upon which it rests.”
Chester Barnard, The Functions
of the Executive, 1938
It’s doing
the right thing.
“Managers are people
who do things right and
leaders are people who
do the right thing.”
Warren Bennis, On Becoming
a Leader, 1989, and s+b Thought
Leader interview, 1997
“A prince
ought to
inspire fear
in such a
way that, if
he does not
win love, he
avoids
hatred.”
Leaders read Machiavelli’s
famous work to learn how to
gain power, but might it be a
guide for redeemers?
Niccolo Machiavelli,
The Prince, 1513
45. Strategy& | PwC
Who is
the best
CEO?
52
An adventurous
leader.
Pay “at all times rigid
attention to order and
economy,” while embracing
a high degree of risk.
Jean Baptiste Say, A Treatise
on Political Economy, 1803, and
Daniel Wren, The Evolution of
Management Thought, 1972
A well-compensated
executive.
The first CEO compensation
study, done by McKinsey for
General Motors, made GM’s
CEOs the highest-paid in the
U.S. (earning US$900,000/year
in 1967).
McKinsey; Graef Crystal,
In Search of Excess, 1991+
Someone
carefully
chosen
for the role.
The better the CEO succession
plan, the more likely the
company’s overall success.
Companies that plan well for
CEO turnover gain significant
financial performance.
Ken Favaro, Per-Ola Karlsson, and
Gary Neilson, “The $112 Billion CEO
Succession Problem”, s+b, 2015
Someone fit for
the future.
CEOs today seek “good
growth,” aligned with ethics and
sustainability.
Dennis Nally, “The Trust
Agenda,” s+b, 2014
Part of
a duo.
A great top team is a producer
paired with a performer, such
as Lynda and Stewart Resnick.
John Sviokla and Mitch Cohen, The
Self-Made Billionaire Effect, 2015
47. Strategy& | PwC 54
How
does the
world
really work?
Economic
forces are
set in
motion by
choices
people make
(and not
always
rationally).
Individuals consistently behave
in ways that traditional
economic theory, predicated on
the optimization of individual
self-interest, would
not predict.
Daniel Kahneman and Amos
Tversky and the field of behavior
economics, 1990s
Innovation sparks
creative destruction.
Capitalism limits the scope for
government interference with
individual choice, and thus
adds reward and risk to the life
of the commons.
Joseph Schumpeter, Capitalism,
Socialism, and Democracy, 1942
“When the rate of return
of capital exceeds the
rate of economic
growth, capitalism
generates arbitrary and
unsustainable
inequalities.”
Research, especially the work
of Joseph Ellis and of Thomas
Piketty, shows a direct link
between the spread of financial
equity and economic health.
Joseph Ellis, s+b Thought Leader
interview, 2007, and Thomas Piketty,
Capital in the 21st Century, 2015
The invisible
hand of
the market
organizes
the
economy.
Specialization and the division
of labor act in systemic fashion
without interference.
Adam Smith, An Inquiry into the
Nature and Causes of the Wealth of
Nations, 1776
The industrial
revolution turns
in predictable, 80-year,
long-wave cycles.
These cycles have three
stages: installation (frenzied
growth led by speculative
investment), crisis, and a broad
golden age of expansion.
Carlota Perez, s+b Thought Leader
interview, 2005