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Five Unicorn Scaleup Strategies

Leapfrogging

based software companies started since 2003 and valued at over $1 billion by public or private market investors. Competition aside, both face opposing physical forces that must be overcome to win. Inertia gets the blame for waning product performance and competitiveness, feature fatigue, and poor innovation pipeline throughput.

Strategy 130
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A brief history of work, innovation and skills in the UK

Wazoku

1880s and 1890s – Efforts to raise productivity A growing concern about the standard of Britain’s labour force, particularly when compared with Germany and the other industrial nations, led to a rise in an emphasis on training to increase productivity and competitiveness. It was unusual at this time for married women to work.

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Competitive Rivalry Increases Risk-Taking Behavior

Michael Roberto

Intuitively, many of us probably believe that heated competition with a rival increases our propensity to take risks. Manning and the Colts, of course, were huge rivals of the Patriots in those years. Sometimes, it involves creative choices spurred by competitive rivalry. Not all risk-taking is bad.

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Ideate or Deteriorate – Why Companies Must Learn How To Be Innovative to Achieve Major Growth

Qmarkets

However Kodak’s success would not last forever, and in 2003, one hundred and twenty-two years after its formation, the company had to sell most of its assets in order to avoid bankruptcy. However committing your company to a constant search for new innovation ventures might not always be the most cost-effective and efficient course of action.

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Innovate or Deteriorate – How Can Corporations Ensure That Billion $ Opportunities Don’t Slip Away?

Qmarkets

However Kodak’s success would not last forever, and in 2003, one hundred and twenty-two years after its formation, the company had to sell most of its assets in order to avoid bankruptcy. However committing your company to a constant search for new innovation ventures might not always be the most cost-effective and efficient course of action.

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Innovate or Deteriorate – How Can Corporations Ensure That Billion $ Opportunities Don’t Slip Away?

Qmarkets

However Kodak’s success would not last forever, and in 2003, one hundred and twenty-two years after its formation, the company had to sell most of its assets in order to avoid bankruptcy. However committing your company to a constant search for new innovation ventures might not always be the most cost-effective and efficient course of action.

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Remembering

Technology Created

The answer of course is decidedly yes and there are (at least) five reasons why: There’s nothing new under the sun. Your understanding, your investigation of these and other historical examples could give you the ability to recognize when you’re in that same position and devise a sensible course of action. Are you stuck for ideas?