management

by: John Sviokla

When I was a kid, I played with mercury I harvested from thermometers.  (I also made lead weight belts from scraps of lead I retrieved from gutter repairs we performed on my grandmother's three-decker flats in the factory town of Brockton, MA where I grew up.)

by: Guy Kawasaki 

Much of my blog, and other information for entrepreneurs, focuses on creating new products, raising money, and building a successful startup. The advice stops there, and everyone lives happily ever after. Guess again.

Here’s some information about what happens after the honeymoon is over when the shiitake hits the fan. There are three parts to each section: the problem, how you got to this point, and what to do now.

1. Problem: A founder isn’t delivering.

by: Joseph Mann

A Case Study: Marketers know a successful demand creation strategy requires a commitment not only financially but of support from senior management. Unfortunately, while the benefits of an integrated, multi-channel demand creation strategy for a business are enormous, building an opportunity pipeline typically takes more time than many companies have the stamina for.

by: John Sviokla

A few weeks ago  I was presenting an approach to management that was at its core a “scientific” approach; not in the narrow Frederick Taylor sense of time and motion studies, but in the more knowledge-worker-friendly notions taking information about the business, and the market, and turning it into value as fast and efficiently as possible.