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How President Lula da Silva should help the poor in Brazil this time?

Christensen Institute

When he served as Brazil’s 35th president from 2003 to 2010, the country was experiencing an economic boom. GDP almost quadrupled from $558 billion in 2003 to $2.2 In our paper, Leveraging market-creating innovations to solve Brazil’s education paradox , we highlight two main development strategies, push and pull.

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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. Where startups search for product/market fit and consistency in customer retention, ScaleUps search for scalable product/ market fit, or go-to-market fit. Of course, not all friction is bad.

Strategy 130
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Innovation Lessons from the Master, Steve Jobs

Destination Innovation

He dropped out of college but voluntarily took a course in calligraphy. At the age of 21 Jobs founded Apple with Steve Wozniak in order to market the Apple I personal computer. They eschewed the keyboard as used by the then market leaders Blackberry and Nokia. Steve Jobs was adopted at birth in 1955. He grew up in California.

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

Wazoku

1945 – Producing skilled workers to rebuild after the war At the end of the Second World War, courses were again adapted to the needs of post-war reconstruction to provide training for the building industry. As well as regular apprenticeships, training schemes were created to prepare women and girls for domestic employment.

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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.

article thumbnail

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.