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Best Practices are Stupid

Stephen Shapiro

On April 20, 2010, the environment was dealt a horrific blow. For a company that stood to lose billions of dollars in cleanup costs, relief payouts, and lost sales due to bad publicity, this approach might indeed have been a good strategy. Although the principles remain the same, some aspects have evolved since then. Introduction.

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Innovation – Why Bezos Succeeded, While Lampert Failed at Sears

Adam Hartung

On hopes that a recovering economy will raise all boats, the stock recovers over the next 18 months to $113 by April, 2010. As malls came along, Sears was again a pioneer “anchoring” many malls and obtaining lower cost space due to the company’s ability to draw in customers for other retailers. in 18 months.

Trends 36
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Is the iPad mobile?

Boxes and Arrows

I should have remembered where I was supposed to get off, but, like everyone else, I rely on technology to offload cognitive processes when I should be using my brain. Mark Zuckerburg famously stated that the iPad isn’t mobile (Parr, 2010). In addition, Windows is advertising a physical keyboard attachment. Iterate Often.

Design 102
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Business model creation and innovation in China: not just copycats.

The BMI Lab Blog

We can summarize their business approach in the following points: The Chinese customers are avid buyers of technology. In 2010 Taobao had close to 80% of the C2C market in China, entirely displacing eBay. eHi added to the mix some telematic technology, with the goal to track the performance and use of its cars.

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New Energy for Climate Innovation

Outside Innovation

The goal of the first coalition is for national and state governments to double their investments in clean energy R&D; the second one is a coalition of 28 billionaires who have agreed to invest in commercial companies whose technologies will deliver near zero emission energy breakthroughs. Joe Romm, who once ran the US Dept.

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Brands In Memoriam 2012

CorporateIntel

Bought in 2010 from The Washington Post by audio magnate Sid Harman for $1 and assumption of the losses, ostensibly for sentimental reasons, it was then merged via IAC with The Daily Beast and put under the direction of star editor Tina Brown (there’s a cost saving measure, huh?).