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It's the company's deeply embedded belief system, its prevailing ethics, and the way people within the company interact with each other and with customers. With hardware markets, money is spent upfront to develop a system. You see evidence of companies' different DNAs in the ways they react to risks and opportunities.
McKinsey responded that it was actually investing more on intellectualcapital, but on the industry-specific variety of more use to consultants and clients.) Competitors whispered that Gupta was committing the most un-McKinsey-like of sins: cutting price to get into new markets.
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