https://www.nature.com/articles/d41586-023-00954-w
lecanemab is one of the new drugs
Posts Tagged ‘clipcacheondisk’
“If You Understand How the Brain Works, You Can Reach Anyone”
May 13, 2023https://hbr.org/2017/03/if-you-understand-how-the-brain-works-you-can-reach-anyone
Beard, Alison. (2017). If You Understand How the Brain Works, You Can Reach Anybody. Harvard Business Review, Mar/Apr 2017, Vol. 95 Issue 2, p 60‐62.
QT:{{”
People who express certain genes in the dopamine system tend to be curious, creative, spontaneous, energetic, and mentally flexible. They are risk-takers and seek novelty. People who have high serotonin activity (or who take SSRI antidepressants) are more sociable, more eager to belong. They’re quite traditional in their values and less inclined toward exploration. People expressive of the testosterone system are tough-minded, direct, decisive, skeptical, and assertive. They tend to be good at what we called rule-based systems—engineering, computers, mechanics, math, and music. And people who are expressive of the estrogen/oxytocin system tend to be intuitive, imaginative, trusting, empathetic, and contextual long-term thinkers. They are sensitive to people’s feelings, too, and typically have good verbal and social skills.
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Wal-Mart Update, 2017
March 26, 2023https://store.hbr.org/product/wal-mart-update-2017/717468?sku=717468-PDF-ENG
Wal-Mart Update, 2017
by David B. Yoffie and Eric Baldwin
Publication Date: April 04, 2017
….
In 2017 Wal-Mart was still the world’s largest company, with over $480 billion in annual revenue and operations in 28 countries. Although it had mostly vanquished its rival discount retailers in the U.S., it was struggling to find the right growth strategy. Facing a mature U.S. market, it had looked to international sales as an engine of growth in the early 2010s, but international sales had also stagnated over the past few years. Wal-Mart’s leadership had targeted the rapidly-growing e-commerce arena as strategic priority, but there it faced intense competition from dominant online retailer Amazon. In such a
competitive environment, how should Wal-Mart respond to the reality that its traditional strengths no longer guaranteed robust growth?
Product #: 717468-PDF-ENG
Wal-Mart Update, 2017
March 26, 2023Wal-Mart Update, 2017
by David B. Yoffie and Eric Baldwin
Publication Date: April 04, 2017
….
In 2017 Wal-Mart was still the world’s largest company, with over $480 billion in annual revenue and operations in 28 countries. Although it had mostly vanquished its rival discount retailers in the U.S., it was struggling to find the right growth strategy. Facing a mature U.S. market, it had looked to international sales as an engine of growth in the early 2010s, but international sales had also stagnated over the past few years. Wal-Mart’s leadership had targeted the rapidly-growing e-commerce arena as strategic priority, but there it faced intense competition from dominant online retailer Amazon. In such a
competitive environment, how should Wal-Mart respond to the reality that its traditional strengths no longer guaranteed robust growth?
Product #: 717468-PDF-ENG
Your Strategy Needs a Strategy
March 26, 2023https://hbr.org/2012/09/your-strategy-needs-a-strategy
Your Strategy Needs a Strategy
by Martin Reeves, Claire Love, and Philipp Tillmanns
HBR (September 2012)
Globalization of CEMEX
March 26, 2023https://store.hbr.org/product/globalization-of-cemex/701017
Globalization of CEMEX
by Pankaj Ghemawat and Jamie L. Matthews
….
CEMEX is a Mexican company that has become a major international competitor in cement while maintaining a higher level of profitability than other, longer-established majors. CEMEX’s superior profitability supplies a basis for discussing the sources of superior performance in a global context. In addition, the wide array of benefits that CEMEX derives from its operations in different countries broadens
conventional notions of why firms globalize.
Product #: 701017-PDF-ENG
What Is Strategy?
March 26, 2023https://hbr.org/1996/11/what-is-strategy
What Is Strategy?
For starters, it’s not the same as operational effectiveness. by Michael E. Porter
From the Magazine (November–December 1996)
Wal-Mart Stores, Inc. – Case – Faculty & Research – Harvard Business School
March 26, 2023https://www.hbs.edu/faculty/Pages/item.aspx?num=23386
CITATION
Bradley, Stephen P., and Pankaj Ghemawat. “Wal-Mart Stores, Inc.” Harvard Business School Case 794-024, January 1994. (Revised November 2002.)
Maneuver Warfare: Can Modern Military Strategy Lead You to Victory?
March 26, 2023https://hbr.org/2002/04/maneuver-warfare-can-modern-military-strategy-lead-you-to-victory
Maneuver Warfare: Can Modern Military Strategy Lead You to Victory?
by Eric K. Clemons and Jason A. Santamaria
From the Magazine (April 2002)
Blue Ocean Strategy
March 26, 2023https://hbr.org/2004/10/blue-ocean-strategy
Blue Ocean Strategy
Competing in overcrowded industries is no way to sustain high performance. The real opportunity is to create blue oceans of uncontested market space.
by W. Chan Kim and Renée Mauborgne
Harvard Bus. Review (October 2004)
Also:
Red Ocean Traps
The mental models that undermine market-creating strategies by W. Chan Kim and Renée Mauborgne
From the Magazine (March 2015)
https://hbr.org/2015/03/red-ocean-traps
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