First Friday Book Synopsis

MARCH 14, 2014

Geoffrey Moore is Managing Director, Geoffrey Moore Consulting; a venture partner with Mohr Davidow Ventures, Chairman Emeritus, TCG Advisors, The Chasm Institute and The Chasm Group; and a member of the Board of Directors, Akamai Technologies and several pre-IPO Companies.

IPO 75

IPO Marketing Strategy Consultative Technology 75

Great Leadership By Dan

JULY 15, 2016

Guest post from Bobby Martin : There comes a time for every founder of a rapidly growing entrepreneurial business when you have to decide if you can be the one to both lead and manage into and through this growth stage. You need to become primarily a manager. Learn how to manage the complexities of running a fast-growth firm.

IPO 120

IPO COO Dunning Delegation 120

Leading Blog

JUNE 17, 2016

Internet traffic and was the first Internet IPO. Education innovators were often too focused on technology in the First Wave, and too much on content in the Second Wave. But Third Wave entrepreneurs will need to have a special kind of perseverance in a changing world to manage tensions.

Entrepreneur 150

Entrepreneur IPO Policies Education 150

Modern Servant Leader

JULY 10, 2012

However, Shockley becomes increasingly frustrated with Bell Labs management team who passes him over for executive promotions, due to his abrasive leadership style. Their work focuses on innovative developments with silicon. or returns massive investments (look at Intel Stock since IPO), what do you do? You serve your employees.

IPO 260

IPO Leadership Letter Information Technology 260

Harvard Business Review

AUGUST 20, 2014

It has also helped shape the practice of management. Staying true to its roots as an engineering-centric company, Google has stood out both for its early skepticism of the value of managers as well as for its novel, often quantitative approaches to management decisions. How Google manages. How Google innovates.

IPO 15

IPO Management Engineering Innovation 15

Marshall Goldsmith

FEBRUARY 8, 2018

This blog post is the first of a two-part series on transformational growth and disruptive change by my dear friend Mark Thompson for the AMA (American Management Association). Great leaders have to ask: Where does your innovation come from? Dear readers! You can see the article here: [link]. BY MARK THOMPSON [link]. Version 2.0

Competitive Advantage 70

Competitive Advantage Banking Diversity IPO 70

N2Growth Blog

FEBRUARY 8, 2019

Maybe you’re prepping for the IPO. You’re not managing your energy well. You must concentrate on managing your energy because there are so many demands on your time, that you can’t meet them all. Effective time management begins with good energy management. You came up with an awesome idea. You started a company.

Delegation 249

Delegation Maturity CEO Execution 249

CEO Insider

NOVEMBER 3, 2021

CEOs trusting managers, managers trusting employees and employees trusting themselves and their teammates to do the right thing, regardless of where they are based, to achieve the outcomes they hope to achieve. More than anything else, successful hybrid working is about trust.

Magazine 132

Magazine CEO Management Succession 132

Harvard Business Review

DECEMBER 30, 2014

Call 2014 the year of innovation. Google Trends reveals that interest in disruptive innovation crept up to peak levels this year. It seems that every time you hop on a quarterly earnings call, the CEO mentions innovation. If innovation is the foundation to building the future, this focus should be reassuring.

Long-term 11

Long-term Innovation Company IPO 11

CEO Insider

NOVEMBER 22, 2021

The pandemic brought many problems facing the business community to the forefront of people’s consciousness – owners, leadership, managers, and employees. As a result, the traditional outlook of having people work long hours and perform tasks without asking questions met a severe roadblock.

Magazine 122

Magazine Environment Leadership Management 122

Harvard Business Review

SEPTEMBER 4, 2015

Innovation is widely regarded as important to long-term business performance. We’ve found that CEOs of big pharmaceutical companies, for example, are more likely to have a background as company lawyers, salespeople, or finance managers, than one in medicine or pharmaceutical R&D.

CEO 8

CEO Innovation Pharmaceuticals Merchandising 8

Harvard Business Review

NOVEMBER 7, 2011

As a price strategy consultant, it's common for managers and sales people to enthusiastically pitch me on a strategy of "let's get them in the door with a big discount, they'll love our product or service, and then return to pay full price." These sites have a unique opportunity to morph into innovative digital versions of Sunday circulars.

IPO 12

IPO Discount Price Business Model 12

Harvard Business Review

APRIL 21, 2016

When financial services company Square priced its IPO at $9 a share last November, well under the $15+ price that private investors paid the year before, it was a cold shower of reality for the 6-year-old company. Until the IPO, Square had been one of more than 130 unicorns: privately owned tech companies valued at $1 billion or more.

IPO 8

IPO Innovation Price Operations 8

Harvard Business Review

OCTOBER 23, 2013

The most motivated and productive people I’ve seen recently work in an older company on the American East Coast deploying innovative technology products to transform a traditional industry. To a person, they look astonished when I ask whether their dedication comes from anticipation of the money they could make in the event of an IPO.

Motivation 11

Motivation IPO Norton Open-book 11

Harvard Business Review

FEBRUARY 8, 2017

For instance, Snapchat’s recent IPO filing revealed that the company grew revenues by 600% (to $404 million) in 2016. Entrepreneurship aids economic vitality by getting rid of complacent incumbents, accelerating innovation, and creating jobs. Jeff Bezos, the company’s CEO, understands that innovation is a numbers game.

Innovation 8

Innovation Bureaucracy IPO Bottom-up 8

Harvard Business Review

JUNE 1, 2015

Since the last financial crisis, many new regulations have been implemented to protect shareholders, increasing the pressure on management to meet earnings expectations by prioritizing short-term over long-term. For many consumer tech companies, this post-IPO pressure on financial returns is too high.

IPO 8

IPO Company Maturity Short-term 8

Harvard Business Review

DECEMBER 3, 2018

Council of Institutional Investors (CII), representing managers of $25 trillion assets, recently demanded limiting any company’s dual-class share structure to seven years. This clause automatically converts a superior voting share to a low-vote class at a fixed time after IPO. stock exchanges.

Class 10

Class Maturity IPO Short-term 10

Harvard Business Review

OCTOBER 2, 2013

With Facebook’s $115 billion market cap on its IPO day, Mark Zuckerberg created wealth nearly equivalent to half of Nigeria’s GDP in 2012. The value created by Facebook and a few other tech IPOs exceeds the GDP of most African regions. Through my experience, I’ve seen how a university could improve its community.

Education 8

Education Technology IPO GDP 8

CEO Insider

NOVEMBER 9, 2021

People often join a network because they’re inspired by its purpose, whether that’s to improve a community’s school lunch program or protect a sprawling wildlife preserve. But people stay for a very different reason: who is involved. Which means who is part of a network is just as important, if not more important, than why […].

Strategy 123

Strategy Succession Magazine IPO 123

Harvard Business Review

AUGUST 2, 2016

True platform innovators aren’t just market matchmakers using data-driven algorithms to drive better buyer-seller matches; they invest in new value creation. Platform leaders like Amazon, Facebook, Airbnb, Uber and Google redefine user experience and expectations. What really makes them work? As a buyer, who would you rather be?

IPO 8

IPO Human Capital Insurance Business Model 8

Harvard Business Review

JULY 21, 2014

That could mean illustrating the effects of a proposed customer management system with testimonials from actual customers, or describing how the data-sharing project you want to expand helped keep employees connected during a major outage. And in short order, the company achieved consistent double-digit sales growth — and a successful IPO.

IPO 9

IPO Audience Chief Information Officer Case Study 9

Harvard Business Review

MARCH 7, 2017

Just as striking is her description of Uber’s HR organization, which advised Fowler that because the manager in question was a high performer, HR did not feel comfortable punishing him. Today Uber is no startup, with 11,000 employees, not including its drivers, and a 2017 market value at IPO that is estimated as $28–$70 billion.

Compliance 12

Compliance Hedge Human Capital Finance 12

Harvard Business Review

JUNE 21, 2016

He’s just trying to manage the chaos and avoid catastrophe. Founded in 1966, Norwegian quickly became an innovator in its field as the first company to offer round-trip cruises that nearly anybody could afford. An innovator? His mission has changed. There are plenty of signs that overload has arrived. Bottlenecks appear.

Company 10

Company IPO Price Loyalty 10

Harvard Business Review

JULY 27, 2017

Gimmy’s task was clear but highly demanding: to reimagine the way BMW innovates. To fill the void and build such a new BMW startup unit, Gimmy partnered with an experienced innovation manager from BMW, Matthias Meyer. At the time, BMW had no dedicated, company-spanning unit to leverage the creative power of startups.

Venture Capitalist 8

Venture Capitalist Meyer Innovation Fixed Costs 8

Harvard Business Review

JANUARY 5, 2011

Since at least the 1980s (the era of deregulation, that is, over which Alfred Kahn presided) managers of big companies have been upbraided for their intolerance to risk. Perhaps not surprisingly, managers of mega corporations remain largely unsold on that notion. Certainly, that's a fair accusation. First, why is it a sector?

Entrepreneur 15

Entrepreneur Innovation Intellectual Capital Mission Statement 15

Harvard Business Review

JUNE 9, 2014

It is incredibly hard to hold an IPO. Big acquirers cash out founders, management teams get folded into big organizations, cashflows disappoint, and visions flounder. Ultimately, high-risk venture capital investors need to be rewarded, ideally with high returns, for an ecosystem of innovation to be sustainable.

Entrepreneur 8

Entrepreneur Venture Capitalist Mezzanine Short-term 8

Harvard Business Review

MARCH 4, 2016

But as a venture scales and becomes more complex , more operational and commercial sophistication is required to manage it. Also, there is a difference between managing scale and getting to scale. Founders tend to use their personal charisma and technical smarts to rally their teams, and that can work while a business is small.

Venture Capitalist 8

Venture Capitalist Sample IPO Long-term 8

Harvard Business Review

MAY 16, 2016

For example, as it grew, Facebook found that its early “move fast and break things” culture had to be funneled into focused technical teams and product groups to make its product development process faster and less erratic, and for it to have a chance of meeting the demands of its new public shareholders following its IPO.

Banking 14

Banking Strategy Film IPO 14

Harvard Business Review

JUNE 26, 2012

If you haven't been invited to the White House or launched an IPO or made the cover of a national newsmagazine before age 35, there's absolutely no reason to believe you can't still accomplish those goals later in life. And as managers and leaders, it behooves us to be open-minded and show similar faith in our employees. "I

IPO 15

IPO Creativity Comparison Reputation 15

Harvard Business Review

AUGUST 15, 2013

Competitors like IBM and Compaq struggled with the politics of managing their various channel partners and lagged Dell in inventory management. Their aim was to determine if the companies in question became more or less innovative following the buyout. This simple strategy proved wildly successful.

Rivkin 15

Rivkin Succession Short-term Case Study 15

Harvard Business Review

APRIL 29, 2015

Brian Fitzpatrick joined Google as a senior software engineer in 2005, shortly after the company’s IPO. Also, all of his work was done outside the boundaries of strategic management practices within the organization. What are the key actions of strategic leaders who drive innovation without formal authority?

Strategy 8

Strategy Power Idea Generation Project 8

Harvard Business Review

AUGUST 7, 2013

At the very least, it can buy time while management sorts out the right comprehensive response. But if in reaction to Pandora, SiriusXM would instead have launched a free, advertising-supported version of their content for online and mobile, they might have permanently delayed Pandora''s IPO by denying them the ability to grow users.

Disruptive Innovation 8

Disruptive Innovation Advertising Discount IPO 8

Harvard Business Review

NOVEMBER 22, 2013

Twitter and Zulily popped more than 70% and 80% respectively on the day of their recent IPOs. The founders in this category were intensely self-aware and looked for innovative ways to turn their work experience and hobbies into full-fledged businesses. Entrepreneurship Managing yourself' LinkedIn has surged over 100%.

IPO 10

IPO Insurance Entrepreneur Self-aware 10

Harvard Business Review

MAY 30, 2013

For that reason, the "Lean" mentality is one of the most powerful tools in the innovator''s arsenal — in startups and mature corporations alike. That has resulted in some misconceptions that can be counterproductive in the quest for innovation. In a good start-up, these characteristics are not hard to find.

Company 9

Company Ries Maturity Innovation 9

Harvard Business Review

JULY 18, 2012

The innovations that made these companies worth billions of dollars could be classified as computer hardware and software infrastructure. No longer were technology companies main customers old, white executive managers who got their jollies off on the largest feature set at the cheapest price. No 20,000 tech jobs. What gives?

Venture Capitalist 17

Venture Capitalist Software Entrepreneur Engineering 17

Harvard Business Review

JULY 18, 2012

The innovations that made these companies worth billions of dollars could be classified as computer hardware and software infrastructure. No longer were technology companies main customers old, white executive managers who got their jollies off on the largest feature set at the cheapest price. No 20,000 tech jobs. What gives?

Venture Capitalist 17

Venture Capitalist Software Entrepreneur Engineering 17

Harvard Business Review

APRIL 10, 2013

For you entrepreneurs, the challenges of scale-up are first and foremost the responsibility of managements and boards. It is hell to manage.". For example, it is nearly impossible for scaling ventures in many countries, including Brazil and Denmark, to count on an IPO for a successful exit. Not" is not a typo.

Entrepreneur 8

Entrepreneur IPO Incentives Venture Capitalist 8