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The offering will change from products (which are abundant) to solutions (which are difficult to create). The company’s activities goal will change from “Do everything” or “Do what we do well” to “Do what matters to the customer” and “Do what you are best at.” Outsource the rest, or find business partners to provide it with you.
Adrian J. Slywotzky • The Profit Zone: How Strategic Business Design Will Lead You to Tomorrow's Profits
What does all this mean for a CEO, founder, or category creator of any kind? Your number one job is to change the way people think.
Christopher Lochhead • Play Bigger: How Pirates, Dreamers, and Innovators Create and Dominate Markets
Good product managers focus the team on revenue and customers.
Ben Horowitz • The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers
A constant flow of good new products is the lifeblood of Hewlett-Packard and essential to our growth. Early on we developed a system for measuring the flow and success of new products.
David Packard • The HP Way: How Bill Hewlett and I Built Our Company (Collins Business Essentials)
One of our most important management tasks is maintaining the proper balance between short-term profit performance and investment for future strength and growth.
David Packard • The HP Way: How Bill Hewlett and I Built Our Company (Collins Business Essentials)
a category-based strategy requires the design of a great product, a great company, and a great category at roughly the same time.
Christopher Lochhead • Play Bigger: How Pirates, Dreamers, and Innovators Create and Dominate Markets
took forty years for the company Bill Hewlett and I started in 1939 to reach one billion dollars in annual sales and a major part of that was from inflation. In the 1994 fiscal year that ended last October, we began the year with twenty billion dollars in worldwide sales and added five billion to that by year’s end. This occurred with essentially n
... See moreDavid Packard • The HP Way: How Bill Hewlett and I Built Our Company (Collins Business Essentials)
Among Kelly Johnson’s strengths was a sure grasp of what mattered to his people and what didn’t. Most of them were engineers and tinkerers who hated paperwork, which he cut to an absolute minimum.