Existing member? Sign In
Existing member? Sign In
How do you get better at understanding — and therefore doing — business?
What we can learn from the disorienting changes hitting the software industry, and how we can use that to improve at sensemaking this uncertain new technology.
It’s quite rare to find an executive training program that’s very effective — one that has worked across multiple companies, and has spat out a whole host of CEOs. The Kraft system is one.
Keeping up with a fast changing, revolutionary technology can seem scary. Here are some ruthless guidelines to make sense of it effectively.
If you're looking for demand BEFORE you have customers, The Heart of Innovation has the best approach for this situation. Here are its best ideas.
Some non-obvious, even surprising things about building competitive moats, including when they might not be necessary.
To do well in business, it helps to want to make money. The end of the Asian Conglomerate Series.
Dhirubhai Ambani vs Nusli Wadia, as an example of holding on to political influence as a form of tycoon skill.
Our attempt at applying two theories of accelerated expertise to the first cohort of Speedrunning the Idea Maze.
How Kwek Leng Beng turned a regional business into a global hotel empire, trampling over a distressed Donald Trump in the process. Part of the Asian Conglomerate Series.
The weird thing about learning business is that some things must be learnt through practice, but some things are best learnt through reading.