background preloader

Strategy Analytics

Strategy Analytics
Related:  5.5.2. Business intelligence

25 usefull blogs for entrepreneurship Une grande richesse de compétences sur l'entreprenariat et le capital risque est disponible sur les blogs, notamment aux USA. De nombreux investisseurs expliquent sur leurs blogs les grands principes du capital-risque et de l'entrepreneuriat. Ils couvrent notamment les levées de fonds, les pitch, la négociation des term sheets, les exit strategy, les relations avec les grands groupes, et les tendances technologiques. Pour un jeune entrepreneur, un blog est d'ailleurs un bon moyen de se faire connaître et de générer de la notoriété pour sa société. Voici un échantillon de quelques blogs intéressants pour les entrepreneurs : 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. D'autres blogs de conseils aux entrepreneurs : 18. 20. Dans le même genre: 21. 23. 24. 25. 26.a Walk with Entrepreneurs, un blog de culture général sur l'entrepreneuriat édité par Julien Bengue.

Culture Eats Strategy For Lunch Get on a Southwest flight to anywhere, buy shoes from Zappos.com, pants from Nordstrom, groceries from Whole Foods, anything from Costco, a Starbucks espresso, or a Double-Double from In N' Out, and you'll get a taste of these brands’ vibrant cultures. Culture is a balanced blend of human psychology, attitudes, actions, and beliefs that combined create either pleasure or pain, serious momentum or miserable stagnation. A strong culture flourishes with a clear set of values and norms that actively guide the way a company operates. Employees are actively and passionately engaged in the business, operating from a sense of confidence and empowerment rather than navigating their days through miserably extensive procedures and mind-numbing bureaucracy. Misunderstood and mismanaged Culture, like brand, is misunderstood and often discounted as a touchy-feely component of business that belongs to HR. Think about it like a nurturing habitat for success. Mission accomplished Vibrant and healthy

IdeasVoice For more information and answers to your questions, have a look at our FAQ IDEAS VOICE advantages in 1 click ! A. Introduction Are you a project founder, an entrepreneur, looking for partners ? Are you looking for a project to join ? Ideas Voice is aimed toward business project owners (entrepreneurs) looking for partners and those in search of projects to get associated (future partners). By registering on IDEAS VOICE, you join our dynamic community of entrepreneurs that will help you in your research and will facilitate the implementation of the projects. Confidentiality ? Privacy ? B. For the entrepreneur Save time in your search of partnersFind the right partners with complementary skills Promote your project and get the opinion of a professional publicIncrease your capacity to raise funds thanks to your high potential executive teamSpeed up the launch and the profitability of your project C. IDEAS VOICE offers cooperation between members at 3 levels: D. Boost your search of partner E.

Armes de réussites massives - Blogs Intelligence économique Comment voulez-vous comprendre sans savoir ? Les débats qui nous entourent dans cette année électorale foisonnent d’hypothèses ou d’affirmations, de questions et de préoccupations auxquelles répondent des propositions et des solutions sans que l’on sache si ceux qui parlent savent de quoi ils parlent. Cela ne veut pas dire qu’ils sont ignorants, mais qu’à défaut de « simplexité », la complexité des sujets à traiter ne s’accommodent pas de jugements péremptoires. Quel jugement peut-on s’aventurer à faire à partir de données disparates et isolées alors que cela nécessite à l’évidence un examen global des forces et faiblesses comparées ? On voit clairement les points qui devraient être fortement corrigés pour disposer des armes de « réussite massive » : investissements préférentiels dans les activités à haute valeur ajoutée, baisse des charges sociales, révision de la fiscalité.

Expernova How to put your money where your strategy is - McKinsey Quarterly - Strategy - Growth Picture two global companies, each operating a range of different businesses. Company A allocates capital, talent, and research dollars consistently every year, making small changes but always following the same broad investment pattern. Company B continually evaluates the performance of business units, acquires and divests assets, and adjusts resource allocations based on each division’s relative market opportunities. Over time, which company will be worth more? If you guessed company B, you’re right. For the past two years, we’ve been systematically looking at corporate resource allocation patterns, their relationship to performance, and the implications for strategy. We’ve also reviewed the causes of inertia (such as cognitive biases and politics) and identified a number of steps companies can take to overcome them. We’re not suggesting that executives act as investment portfolio managers. Weighing the evidence Exhibit 1 Enlarge Exhibit 2 Why companies get stuck Cognitive biases Exhibit 3

Noosphere How can we predict the future? That seems like a tall order. Most attempts, it seems, are desperate failures. Forecasters, whether on Wall Street, in big companies, academia or in the media—even the Weather Channel—seem discredited, even ridiculed. The conclusion therefore seems to be that it’s impossible. And yet, every human endeavor involves a bet on the future, whether it’s starting a company, marrying someone, or just setting your alarm clock in the evening. Moreover, understanding the future has never been more necessary. That’s the problem Noosphere wants to solve. Our goal is to build an organization that can understand the forces affecting the future of the world and make useful predictions about them. With a lot of talent and hard work, and a nudge from the Fates, we hope to accomplish that over the next few years and, hopefully, decades. Now, how can we do that? Some say the only answer is computers. Understanding is different from processing. Market research.

Breaking strategic inertia: Tips from two leaders - McKinsey Quarterly - Strategy - Growth Frameworks abound for developing corporate strategy. But there’s no textbook or theory that explains how to deliver on that strategy by shifting capital, talent, and other scarce resources from one part of a business to another. One reason is that the moves each organization must make at any point in time are unique. Another is that different senior executives have different roles to play. But that’s not to say companies can’t learn from one another—in fact, understanding the broad range of reallocation challenges faced by different executives sheds valuable light on common pitfalls and the decision-making processes for sidestepping them. Featured here are perspectives from two different industries and corners of the C-suite. Prioritizing projects and regions We start from the proposition that we are not strategic capital allocators; we are bottom-up capital allocators. There’s another dimension to this, beyond just looking at our portfolio in project terms. Rebalancing the portfolio

Related: