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How are you Dealing with Long Tail in your Business ?

By Admin

  • Breakthrough Performance , Business Model , Business Thinking , Entrepreneurship , Focused Execution , Managing Growth , Operations , Organization Transformation , Problem Solving ,
  • Tags: business model canvas, Business Model Generation, business model innovation, dilemma, leverage point, LongTail, operations, rationale of business, thinking process
  • 15 May

Costly mistakes are not necessarily made in complex terrain. We find it repeatedly that organizations make simple decision making errors that have catastrophic impact on their business. This post connects to a caselet that gives a glimpse of such a simplistic error, that is not uncommon. It then, tends to expose a larger issue of

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StartUps Rushing for Investment -Do You Really need Funds NOW !

By Admin

  • Breakthrough Performance , Business Model , Business Thinking , Entrepreneurship , Focused Execution , Investment , Startups ,
  • Tags: dilemma, entrepreneurship, Funding, leverage point, prime responsibility, prime rules, rationale of business, thinking process
  • 27 Mar

The entrepreneurial ecosystem is quite abuzz with activities. When one talks about business, one talks about achieving an objective and for which, one of the necessary conditions is that the business must make money now as well as in the future. The amount of money that is available today in the system is such that

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Take Care in Projecting Performance Numbers !

By Admin

  • Breakthrough Performance , Business Model , Business Thinking , Entrepreneurship , Focused Execution , Operations , Problem Solving ,
  • Tags: business model innovation, entrepreneurship, operations, prime rules, problem solving, sales, thinking process
  • 19 Mar

Most Business Improvements Need No more than Good Thinking It is normal for organizations to project their growth, based on their past performance. However, this projection is often done blind-foldedly, without realizing the real extent of performance the organization can influence. The inevitable result, therefore, is that organizations fall pray to unexpected poor performance, very

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