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How do you get better at understanding — and therefore doing — business?
Why are the Tatas so much less corrupt than their contemporaries? How is their conglomerate still intact after five generations? The answer to an Asian conglomerate mystery, and Part 13 of the Asian conglomerate series.
Things we wished someone told us, before we put the JTBD interview to practice.
Most Asian conglomerates are family-controlled businesses. Succession in any family business is a tricky thing. We look at a few cases as part of the Asian Conglomerate Series.
How Robert Kuok used the joint venture to expand his business empire ... and what this tells us about business in Southeast Asia.
One simple idea that falls out of the Heart of Innovation book — that you can use immediately — is this idea of selling into situations, not selling to ideal customer profiles. It’s what the pros do anyway.
How one of the oldest business empires on the subcontinent got started, and how one man’s values laid the foundation for five generations of business conduct.
Three cases from The Heart of Innovation, picked to demonstrate the ideas of Deliberate Innovation.
A theory of demand (and product market fit) that explains it all, and does NOT require ‘pain’ to do it.
Every Asian Tycoon we’ve examined got their start in a world with tariffs. They could thrive and adapt under severe uncertainty. So can we. Here’s how to calibrate for that world.
We study the rise of Vanguard, the index fund management company, as a case study of how customer demand is not always about pain.