 |
When external circumstances change, companies that run out of potential new markets to grow into are often forced into acquisitions or other desperate measures.
|
156 |
 |
Entrepreneurs start out doing what they love. Not because it makes sense, or because it’s a great market, but because they cannot imagine themselves doing (or eating) anything else.
|
052 |
 |
You change your business model, your product, your market, or your entire idea only if things are going very poorly indeed.
|
062 |
 |
If you become the default tool in a field or for a particular type of user, you can often maintain market leadership even if your competition produces a technically superior product.
|
276 |
 |
…successful organizational design is contingent on features of the product, market, and environment.
|
047 |
 |
…the design of a company is contingent on the key elements of the business environment – products, markets, technologies, and worker preferences.
|
089 |
 |
Leaving luck aside, superior financial performance can also be driven by the company’s particular industry or market.
|
163 |
 |
…by supporting, enabling, and nurturing new products and services, new production methods, and entry into new markets, hierarchy can be good for innovation.
|
210 |
