Classics

The Rule of Three and Four
A stable competitive market never has more than three significant competitors, the largest of which has no more than four times the market share of the smallest.
The Concept of Strategy
Companies need to absorb the fast-changing lessons of strategic thinking to survive and thrive.
Why Change Is So Difficult
Bruce Henderson wrote that all organizations must adapt or die. So why are the forces of corporate culture so set against change?
Jazz vs. Symphony
John Clarkeson wrote that the winning organization of the future will look more like a collection of jazz ensembles than a symphony orchestra. The future is here.
The Corporate Portfolio
A diversified portfolio enables a company to operate on a higher level of complexity. Instead of developing a family of products, it is able to develop a family of businesses.
Network Organizations
Why managers in network organizations have to empower their people and learn to live with less control.
The Experience Curve—Reviewed (Part II)
Experience curve is the name applied in 1966 to overall cost behavior by The Boston Consulting Group. The name was selected to distinguish this phenomenon from the well known and well documented learning curve effect.
Segment-of-One Marketing
Segment-of-one marketing brings together two formerly independent concepts: information retrieval and service delivery.
The Time Paradigm
Time is the secret weapon of business. Providing the most value for the lowest cost in the least amount of time is the new paradigm for corporate success.
From Reciprocity to Reputation
Technology is driving the substitution of one form of trust for another—reputation for reciprocity—with consequences for both strategy and organization.
Strategy and the New Economics of Information
Technology is dissolving the glue that holds traditional value chains together, enabling individual links to follow their own underlying economics.
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