22. 1
As The Future Catches You, by Juan Enriquez, at 11-12
2
Forbes, April 13, 2009
3
“Creative Entrepreneurship In A Downtown”, Q &A with Bhaskar Chakravorti, Harvard Business
School, Working Knowledge, February 23, 2009. Bhaskar Chakravorti is senior lecturer in the Entrepreneurial
unit at Harvard Business School, a partner in McKinsey & Company, and a leader of that firm’s Innovation
practice.
4
The McKinsey Quarterly, April 2009, “Surveying the Economic Horizon: A Conversation with Robert
Shiller”. Robert Shiller is Arthur M. Okum Professor of Economics at Yale University and a Fellow at the
International Center for Finance at the Yale School of Management.
5
Kenneth Chenault, Chairman and CEO American Express Co, in Take A Lesson, at 8. Caroline V.
Clarke, editor.
6
Steven K. Scott, The Greatest Man Who Ever Lived Secrets For Unparalleled Success and Unshakable
Happiness From The Life of Jesus at 11.
7
For example, GPS Industries INFOREMENT golf product not only gives the distance from tee to green
but also includes a fly over view of the hole such as you might see during a televised pro golf tournament, on
screen golf tips from pros (‘This three shot par 5 is uphill till you get to the green. Ideal lay-up shot will leave
you on the right side of the fairway to avoid a deep bunker in front of the green on your 3 rd shot’), a menu screen
from which food and beverages can be order ahead of the turn at the ninth hole with the total charge displayed, a
feature which allows a messages to be sent from the clubhouse, for example about pace of play, and also has
screen space for advertising. Some golf course owners buy the product, others lease it, and still others lease and
share in the advertising revenue stream. Here is a link to a CNBC Video about the GPS Industries’
INFOREMENT golf product : http://www.gpsindustries.com/media/cnbc_segment.html
8
Adapted from “Everyday Mysteries: What Is GPS and How Does It Work.”
http://www.loc.gov/rr/sci/tech/mysteries/global.html
9
“Performance Dashboard”, Bain & Company, (“A Performance Dashboard is an integrated measurement
system, often put in place to track the progress of a new strategy or change program. It can show the completed
and in-process steps, illustrate the critical path for a project plan, as well as indicate resource consumption and
overall timeliness relative to goals. Ideally, monitoring and feedback systems are designed to tie directly to
corporate financial performance issues such as return on equity.” )
10
“Social Enterprise”, Small Business Notes. www.smallbusinessnotes.com
11
See Booz & Company, Strategy & Business, “Not Just For Profit”, Spring 2009. (“One helpful way of
thinking about these designs is a representing a hybrid between the traditional for-profit archetype, which has
profit as its nucleus and the traditional nonprofit archetype, which has social mission as its nucleus. This type of
hybrid has been dubbed the ‘for-benefit enterprise by Heerad Sabeti, CEO of the TransForms Corporation—A
North Carolina based manufacturer of wall decorations with about $2 million in revenues, which routinely
employs people with disabilities and invests heavily in developing its workforce…. Today, at least three broad
approaches to for-benefit architecture offer promising models: stakeholder-owned companies, which put
ownership in the hands of nonfinancial stakeholders; mission-controlled companies, which separate ownership
and profits from control and organizational direction; and public-private hybrids, where profit-driven and
mission-driven design elements are combined to create unique structures.”)
23. 12
Id. (“A social business is a profit-making company driven by a larger mission. It carries the energy and
entrepreneurship of the private sector, raises capital through the market economy, and deals with ‘products,
services, customers, markets, expenses, and revenues—but with the profit maximization principle replaced by
the social-benefit principle.”)
13
“Social Enterprise”, Small Business Notes. www.smallbusinessnotes.com (“One of the most promising
developments in social entrepreneurship is the emergence of ‘venture philanthropy’ funds. Under the venture
philanthropy model, an organization funds and helps guide nonprofit organizations in planning, launching and
managing new programs that are designed to provide ongoing funding for the organization. While primarily
supported through donations, the funds also generate income through loan generation fees, interest on loans,
cost-sharing fees for consulting services, and interest income on cash balances.”)
14
http://www.corporation2020.org/
15
See V. Kasturii Rangan, Herman B. Leonard, and Susan McDonald, “The Future of Social Enterprise”,
Harvard Business School Working Paper 08-103 .
16
Martha Lagace, Interview with Tarun Khanna, author of Billions of Entrepreneurs in China and India,
Harvard Business School, Working Knowledge, January 28, 2008.
17
Rosamund Zander and Benjamin Zander, The Art of Possibility: Transforming Professional and
Personal Life at 9.
18
Id. at 11.
19
See Rosabeth Moss Kanter, “Four Actions To Survive the Recession and Emerge Triumphant”. (“In
these days, doing nothing is not an option. Here are four things I’ve seen work: Move while others are distracted;
Announce and own a grand concept; Get rid of things that have outlived there usefulness; Concentrate on
helping your users, clients, or customers succeed.) http://blogs.harvardbusiness.org/kanter/2009/01/four-actions-
to-survive-the-re.html. See also Rosabeth Moss Kanter “Thinking Differently In A Recession: Today’s Whole
Earth Catalog”. (“In 2009, …four Whole-Earth-type ideas are among the biggest opportunities to think
differently. They are aligned with survival strategies for the recession. They can inspire innovation. [Three out of
those four ideas are]: Green Awareness; Self-Sufficiency; Healthy Behaviors…”)
http://blogs.harvardbusiness.org/kanter/2009/04/thinking-differently-in-the-re.html.
20
“Understanding The Drivers of Value”, McKinsey & Company, Valuation: Measuring and Managing
The Value of Companies. (“A value driver is a performance variable that has impact on the results of a business,
such as production effectiveness or customer satisfaction. The metrics associated with the value drivers are
called key performance indicators (KPIs). Such metrics might be capacity utilization or customer retention rates.
KPIs are used both for target setting and for performance measurement. Three principles are central to defining
value drivers as well: 1.Value drivers should be directly linked to shareholder value creation and cascade down
through the organization. 2 Value drivers should be targeted and measured by both financial and operational
KPIs. 3. Value drivers should cover long-term growth as well as operating performance.”)
21
See Henry Chesbrough, Executive Director, Center of Open Innovation, Haas Business School, “The
Business Model: A Primer.
22
See Jeffrey J. Fox, How To Make Big Money In Your Own Small Business: Unexpected Rules Every
Small Business Owner Needs To Know .
23
http://business-model-design.blogspot.com/2005/11/what-is-business-model.html.
24. 24
http://en.wikipedia.org/wiki/Business_model
25
Robert Lynch, Business Alliances Guide: The Hidden Competitive Weapon, at 148
26
Id.
27
Attributed to George Dacey, The Bell System
28
Jeff Cannon and Ltd. Cmdr. John Cannon, Leadership Lessons of the Navy Seals: Time-Tested
Strategies for Creating Successful Organizations and Inspiring Extraordinary Results, at 7.
29
See Nuts!: Southwest Airlines Crazy Recipe for Business and Personal Succces at 29. (“From day one, Southwest
challenged the assumption that permanently reduced fares would cut revenue.”)
30
Philip Kotler defines market demand this way: “Market demand for a product [or service] is the total
volume that would be bought by a defined customer group in a defined geographical area in a defined period
under a defined marketing program.”
31
See “The 10,000-Hour Rule” in Outliers: The Story of Success by Malcom Gladwell. See for example,
“Managing the Medici String Quartet”, HBS Working Knowledge, September 10, 2007.
32
Dick Connor, Increasing Revenue From Your Clients at 31 and at 36.
33
Id. at 119-120
34
Don Peppers and Martha Rogers, Return on Customer: A Revolutionary Way To Measure and
Strengthen Your Business.
35
Compare the view in Fast Company, The Rules of Business, Rule #11 (“In the proverbial 10 words or
less, here is the key to customer service: Ask customers what they want, and give it to them) with the view of
Judy Estron ( “If Henry Ford had asked his customers what they wanted, it would have been a faster horse”) The
McKinsey Quarterly, January 2009, A Conversation With Judy Estron.
36
“Going Global—Staying Local” by Joseph B. Lassiter (“Entrepreneurial marketing is ‘reverse
engineering’ with your goal matched to you model of adoption yielding your product roadmap, customer
roadmap, partner roadmap, and people roadmap, moving in anticipation and evolving against the realities of
your venture and your roladex.”)
37
Harvard Business School, Working Knowledge, “Turning High Potential into Real Reward”, interview
with Joseph B. Lassiter, III.
38
See Jeffrey J. Fox, How To Make Big Money In Your Own Small Business: Unexpected Rules Every
Small Business Owner Needs To Know at 138 (“Your market is that number of customers that you can
realistically and profitably identify, attract, get, and keep. Your market, your customers, are found in your
trading area. Your trading area is geographical, and might be local, national, or international, or any
combination.”)
39
“Going Global—Staying Local” by Joseph B. Lassiter. (A strategy is “ an integrated set of choices
positioning a firm in an industry to earn superior financial returns over the long haul.”)
40
Ram Charan, Leadership in the Era of Economic Uncertainty The New Rules for Getting the Right
Things Done in Difficult Times
25. 41
See for example, Robert Porter Lynch, Business Alliances Guide: The Hidden Competitive Weapon;
How To Plan, Negotiate and Manage Strategic Partnerships for Increased Corporate Profit at 13.
42
Peter Day, Presenter, “Young Gifted, and Not For Profit”, April 25, 2006, BBC News,
http://news.bbc.co.uk/1/hi/business/4939642.stm, provides two striking examples. One example is a social
entrepreneur in San Francisco to whom the Bill and Melinda Gates Foundation has given funding to change
distribution channels of medical drugs for the poor.
43
Henry Chesbrough, “Introduction to Open Business Models”,
http://openinnovation.haas.berkeley.edu/openbusinessmodels.htm.
44
Id.
.
45
Ram Charan and Larry Bossidy, Execution: The Discipline of Getting Things Done (“the missing link
between aspirations and results”). Execution is a “systematic process of rigorously discussing how’s and what’s,
questioning, tenaciously following through, and ensuring accountability”. Operations Strategy is another core
component of execution. “The strategy process defines where a business wants to go and the people process
defines who’s going to get it there. The operating plan provides the path for those people.”
46
John Wooden, Wooden on Leadership, at 15
47
Bahaskar Chakravorti, “Creative Entrepreneurship In A Downturn.
48
Lowell Bryan and Diana Farrell “Leading Through Uncertainty”, The McKinsey Quarterly, December
2008. (“Companies engaging with the capital markets will encounter funders who are less tolerant of risk, a
reduced ability to hedge it, and greater volatility. Hardest hit will be business models premised on high leverage,
consumer credit, large customer-financing operations, or high levels of working capital. Businesses with long or
inflexible production cycles or very long-term investment requirements will find it especially difficult to manage
their funding. Some won’t make it, so industries will restructure.”) and Brett May and Marc Singer,
“:Unchained Melody: The digitization of music has industry execs in a twist., The McKinsey Quarterly,
February, 2001.(“ What will happen to the major record labels when all of the music ever recorded becomes
available on the Internet? Will music listeners—that is, pirates—continue to pay $15 for a compact disc at the
store? Will the industry survive when they don’t? In reality, record labels may have little to fear in the long run.
Smart ones may eventually turn to a subscription-based delivery model not unlike that of today’s cable television
companies. If this happens, the global $40 billion retail music industry might well double in size.”)
49
John Ortbert, If You Want To Walk On Water, You’ve Got To Get Out Of The Boat (“ When Winston
Churchill was asked if he had failed a year in grade school, Churchill replied “I never failed anything in my life.
I was given a second opportunity to get it right.“ and (“ Water-walkers must master fear management”), and
(“Walking on water means facing your fears and choosing not to let fear have the last word”).
50
Bryn Zeckhauser and Aaron Sandoski, How The Wise Decide: The Lessons of 21 Extraordinary Leaders
.
51
However, a combination of new and faster failures, technologies, and products or services can be like
the convergence of the storms in the film The Perfect Storm. See for example, Robert Porter Lynch, Business
Alliances Guide: The Hidden Competitive Weapon; How To Plan, Negotiate and Manage Strategic Partnerships
for Increased Corporate Profit at 13 (“When expectations into new new technologies are coupled with the
development of new products for new markets, it is like solving a simultaneous equation with three unknowns.
In many technology alliances, the alliances themselves did not necessarily fail; instead, the challenge of the
technology was insurmountable, and then the alliance no longer served its purpose.”)
26. 52
Fast Company The Rules of Business , at 201, Rule #55 (“If you haven’t had one spectacular failure in
your life, you haven’t tried hard enough.). See also Henry Chesbrough, “Sometimes Success Begins at Failure”
Harvard Business School, Working Knowledge, December 1, 2003. http://hbswk.hbs.edu/item/3807.html ,
observing how “the history of innovation is full of examples where the eventual best use of a new product or
technology was far different from the initial intended purpose of the idea”, discussing the need to be able to spot
and manage false negatives and giving these three memorable illustration respectively from Pfizer, Xerox, and
IBM: 1. (“In the late 1980’s scientists began testing what was then known as compound UK-92,480 for the
treatment of angina. Although UK 92,480 seemed promising in the lab and in animal tests, the compound
showed little benefit in clinical trials in humans. Having discovered these negative results, some firms might
have thrown in the towel and moved on to other projects. But Pfizer’s scientists picked up on—and decided to
pursue—what they thought might be an interesting side effect. That side effect led the process of innovation in
an entirely new direction—one that eventually resulted in a historic windfall for the drug maker soon after it
began marketing UK-92,480 under the brand name Viagra.”) 2. (“Xerox created a number of false negatives out
of its Palo Alto Research Center lab. When it didn’t see the results it sought, Xerox terminated further funding
for the projects that we know today as Ethernet (by 3Com) and PostScript (by Adobe). These projects were
evaluated within Xerox and judged not to warrant further internal spending because the company did not see a
market for the technology (Xerox thought of itself as The Document Company, not a software company.) 3. (“If
a project isn’t moving ahead inside the company, maybe someone outside the company can think of something
to do with it. IBM took an approach along these lines with a particular software project that had been kicking
around in its labs for some time but did seem to have any further potential. Once the project was sidelined, IBM
decided to publish it on its AlphaWorks Web site, where outsiders could examine and download various IBM
software. Soon thereafter, IBM managers noticed that this particular piece of software code was being
downloaded at a rate ten times that of other code posted at the site. To IBM’s credit, this surprising level of
external interest trigged an internal reconsideration of the software code. We know it today as the SML
(Extensible Markup Language) parser, and it is a core feature in IBM’s nest-generation WebSphere software to
manage Internet services.) In a related but slightly different vein, Nalebuff & Ayres, in Why Not”, at 5, tell how
the idea for liquid paper came into being. (“Liquid paper was invented in 1951 by Bette Nesmith. Working as a
secretary, she wondered why artists could paint over their mistakes, but typists couldn’t. In her blender, she
mixed up a batch of water-based paint to match the company stationery and brought it to work in a nail polish
bottle. With that small brush, she could paint over and fix typos. Some twenty-eight years later, Gillette bought
her company for $48 million.”)
53
Bahaskar Chakravorti, “Creative Entrepreneurship In A Downturn.
54
Barry Nalebuff and Ian Ayres, Why Not? How To Use Everyday Ingenuity to Solve Problems Big and
Small.
55
An example in the product area is “gesture technology” (“Real-world devices with gesture-reading
abilities are set to debut next year… The market for screens capable of sensing touch is expected to expand
fivefold by 2013, to $500 million.”)(BusinessWeek, April 13, 2009 at 052). An example in the service area is a
Cost Segregation Study, such as offered by Melanie Berry of Cost Segregation LLC,
http://www.mberry.costsegstudyllc.com. (“A cost segregation study is the process of identifying personal
property assets that most often get buried or lumped together within the real property asset. Our engineers
reclassify those assets based on IRS guidelines to the shortest possible depreciable life to help the real estate
owner to maximize their tax depreciation, thus reducing current income tax obligations. Approximately 95% of
all commercial real estate is depreciated over 39 years. A cost segregation study identifies 10-50% or more
(depending on the industry) of assets that may qualify and be depreciated over a 5-, 7-, or 15-year life. The result
is an increase in depreciation expense which reduces taxable income which increases cash flow.”)
56
“The 10 Emerging Technologies of 2009”, March/April 2009,Technology Review, published by MIT
(“Each year, Technology Review chooses 10 emerging technologies with the potential to change lives around the
world. Some of this year's choices, such as paper-based medical tests and intelligent software that acts as a
personal assistant, could reach the market within a year. Others, like biological machines and nanopiezotronics,
27. could take longer but promise fundamental shifts in fields from computing to medicine, communications to
manufacturing. The list includes technologies miniature and massive--from fast, cheap, capacious computer
memory to batteries that can store enough energy to power a city. All are technologies that we bet will make a
huge impact in the years ahead.”) http://www.technologyreview.com/computing/22110/
57
The Boston Consulting Group, “Innovation 2009: Making Hard Decisions in the Downturn”, April
2009, at 11.
58
See for example, Ed Story’s firm, Ironwood Advisory, www.ironwoodadvisory.com.
59
Jeffrey J. Fox, How To Make Big Money In Your Own Small Business: Unexpected Rules Every Small
Business Owner Needs To Know At 49-50. (“Whatever your native language, you should know some Latin…
And, of course, for certain, without doubt, you have to have the…never quit, keep going essential Latin phrase:
’Illigitimi non carborundum’. A literal translation is ‘don’t let the illegitimates wear you down.’ The saltier
translation is stern advice…’Don’t let the bastards get you down.’ You have to be tough, gritty, persevering to
make your business successful. You can’t let troubles, setbacks, dark times, dunning creditors, bad luck, bad
weather, bad news, or customer rejection get you down. You must not let the illigitimi, regardless of their
disguise get you down….Live the motto…’Aspirando et perseverando.’ Aspire and persevere.”
60
Boston Consulting Group, “Leading Change in Turbulent Times”.
61
Jeffrey J. Fox, The Customer Is the Real Boss
62
Kate Ludeman, Ph.D. and Eddie Erlandson, M.D., Radical Change, Radical Results: 7 Actions To
Become The Force For Change In Your Organization, at vii-viii.
63
See Kim and Mauborgne, Blue Ocean Strategy: How to Create Uncontested Market Space and Make the
Competition Irrelevant at 12, at 13, and at 29 (“ To reconstruct buyer value elements in crafting a new value
curve…there are four key questions to challenge an industry’s strategic logic and business model: Which of the
factors that industry takes for granted should be eliminated?; Which factors should be reduced well below the
industry’s standard? Which factors should be raised well above the industry’s standard? Which factors should be
created that the industry has never offered?). The authors use Cirque du Soleil and the introduction of [yellow
tail] wines into the United States by the Australian winery Casella Wines as examples of the application of Blue
Ocean strategy. See, for example, at 4. (“Cirque du Soleil did not compete with Ringling Bros and Barnum &
Bailey. Instead it created uncontested new market space that made competition irrelevant. It appealed to a whole
new group of customers, adults and corporate clients prepared to pay a price several times as great as traditional
circuses for an unprecedented entertainment experience.)(“Red oceans represent all the industries in existence
today. This is the known market space. Blue oceans denote all the industries not in existence today. This is the
known market space. In red oceans…as the market space gets crowded, prospects for profits and growth are
reduced. Products become commodities and cutthroat competition turns the red ocean bloody. Blue oceans, in
contrast, are defined by untapped market space, demand creation, and the opportunity for highly profitable
growth Although some blue oceans are created well beyond existing industry boundaries, most are created
within red oceans by expanding existing industry boundaries as Cirque du Soleil did.”)
64
Vince Lombardi, Jr. What It Takes To Be #1: Vince Lombardi on Leadership at 248.
65
Id..
66
David Calhoun, corporate executive, at Virginia Tech University (2005) quoted in Here We Stand:600
Inspiring Messages from the World’s Best Commencement Addresses
28. 67
See, Chris Zook. The Economic Crisis Requires Returning To Your Core (“The ‘profit from the core’
principles and findings seem increasingly relevant given the structural crisis in business that the world is facing
now. Among these findings, which are again returning to the fore are the following: Sustained profitable growth
requires a strong, well-defined core; Most sustained, profitable growth companies have leadership positions in
their core that forms the epicenter of their strategy; The number-one rule of strategy is to discourage your
competition from investing in your core; The greatest source of strategic error stems from an inaccurate
understanding of the core and its full potential; Strong cores often contain hidden assets that prove to be the
seeds of the next wave of growth.”).
68
John Ortbert, If You Want To Walk On Water, You’ve Got To Get Out Of The Boat (“ When Winston
Churchill was asked if he had failed a year in grade school, Churchill replied “I never failed anything in my life.
I was given a second opportunity to get it right.“ and (“ Water-walkers must master fear management”), and
(“Walking on water means facing your fears and choosing not to let fear have the last word”).
69
Rosabeth Moss Kantor Confidence: How Winning Streaks and Losing Streaks Begin and End, at
368-369. (“In losing streaks, it seems as though talent has disappeared and decline is inevitable ---or else why
would the workers, the managers, the politicians, the players let the situation continue to deteriorate? The
opposite appears to be at work in winning streaks---that individuals can perform miracles, that they do indeed
walk on water. But every water walker needs the stones to make it possible to move across the water. Knowing
that what’s underneath will hold you up and help you rise to victory is the essence of confidence. Even athletes,
whose height, and talents can make them seem like giants, are standing on the shoulders of others---the team that
surrounds them, the organization that guides the team, the leaders who define the context, and the extraordinary
network of all those other people who cheer them one, invest in their success, and indeed make the game itself
possible. We can applaud remarkable achievements of individuals, while remembering that they are not
succeeding, or fumbling, alone
70
Inc. Magazine, “500 CEOs Name Their Biggest Mistake in Business”, September 2008.
71
Tom Peters, Re-Imagine!: Business Excellence in a Disruptive Age at 329
72
A number of leading universities offer free, on-line courses, open to anyone and these on-line course are
taught by some of the universities most distinguished faculty. For example, in Open Yale Courses, Yale offered
ECON 252: Financial Markets, taught by Professor Robert Schiller. You can access audio, video and course
materials. Here is the link to that course. http://oyc.yale.edu/economics/financial-markets.
73
For example, I wonder if bacteria or algae could be use to make a fuel ( Harvard Professor George
Church’s start-up company LS9 is doing just that (See Matthew Herper, Forbes, April 27, 2009, ‘Going to
Church: Biotech’s genetic prophet explains why we need to redefine privacy, reengineer algae genomes, and
study mole rats’, describing how Church ‘foresees using bacteria and algae to suck the carbon dioxide that
causes global warming out of the air to create fuel, plastic, and asphalt ) or why not ( why not have congestion
pricing for museums to increase revenues and manage crowds especially during blockbuster exhibits (Question
posed by Judith Dobrzynski, Forbes, April 2007, ‘Variable Pricing for Museums: Art Institution Directors
Should Start Thinking Like Airline Yield Mangers.’)
74
Why Not? At 124.
75
Id. at 95.
76
As The Future Catches You, by Juan Enriquez, at 9.
77
Id. at 5.
78
www.blueoceanstrategy.com/q1/AnswerArchive.php
29. 79
Id.
80
Blue Ocean Strategy at 40.
81
Id. at 102-103.
82
See Icebreaker new releases (“Launched in 1994, Icebreaker was the first company in the world to
develop a merino wool layering system for the outdoors. It was also the first outdoor apparel company in the
world to source merino direct from growers, a system it began in 1997. There are now 10 distinct pure merino
fabrics in the Icebreaker system, covering underwear, mid layer, and outerwear. Icebreaker is sold in nearly 2000
stores in 24 countries throughout Europe, Asia, Australasia and North America. Based in Wellington, New
Zealand, Icebreaker uses only pure merino hand-picked from 120 high country stations in the country's Southern
Alps to create edgy outdoor clothing that combines nature's work with human technology and design “) See also
http://www.icebreaker.com/site/aboutus/index.html and http://www.ellis-brigham.com/icebreaker (“Compared
to traditional wool, the Merino fibre is a fraction of the diameter which is one of the reasons why Icebreaker
doesn’t itch. The large scales on traditional wool act like barbs against your skin. Merino feels like silk.
Outstanding Warmth: Icebreaker is so warm because of the millions of tiny air pockets in the fabric, which
trap air and lock in body heat. Temperature Regulation: Your Icebreaker can warm and cool your body by
absorbing and releasing moisture. Breathable: With Icebreaker the fibres breathe as well as the fabric, keeping
you dry and comfortable. Icebreaker pulls moisture away from your body. No Odour: The natural Anti-
Microbial properties of Icebreaker mean an odor free undergarment. Good for you and for those around you!
Warm When Wet: Damp or wet, it still insulates, restricting loss of body heat at vital times. Bio Electrical
Harmony: In tune with your body's bioelectrical fields, so no static cling.”)
83
Harvard Business School, Working Knowledge, “Turning High Potential into Real Reward”, interview
with Joseph B. Lassiter, III.
84
Toys and Spinning Brushes: How John Osher Found His Way To Profits”, November 19, 2003,
Knowledge@Wharton
85
86
Id.
87
“Einstein You’re Not—and don’t Have to Be”, Harvard Business School, Working Knowledge,
November 3, 2003. ttp://hbswk.hbs.edu/archive/3763.html.
88
Sales & Marketing Management, October 1998