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Lesson #2: Sharpen Your Organization’s Goals
In 2007, Yahoo! was the setting for a major Silicon Valley shakeup. The company’s then CEO Terry Semel was ousted and replaced by its original co-founder, Yang. It was a tumultuous time for the company, which was suffering from much shareholder criticism in the face of rising competition from Google. But Yang was determined to rise to the challenge.

Following the Leader Who Follows the Leaders
It started out -- as most things do in the PC/CE/communications industry -- as a "little" idea...an application store on a corner of the virtual cloud world. Suddenly you can't make your way around the web without bumping into another one. No one at Apple will say but people speculate the company has racked up $45 million with their virtual store front. Now new smartphones are coming out, every app store offers something.

Hard Work Never Made anyone Rich!
The Lessons I learnt from a Fallen Tree. What are the two most valuable resources in your business?

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Monologue Has Given Way to Dialog
Like never before, communication and dissemination of information is in a state of change. The Internet has boomed, busted, and re-emerged with technologies and practices that are enabling new conversations that can start locally, and have a global impact. This fundamental shift has created a new landscape of influencers and an entirely new ecosystem for supporting the socialization of information.

Don’t Be A Twammer
I hate spam. Over the years I’ve been an investor in a number of companies that address the spam problem, including Postini and Return Path. I’ve also been involved in lots of other companies in the email ecosystem and spam has always been something I’ve paid close attention to.
Mergers and Acquisitions: Understanding the Essentials of Strategy and Execution in the M&A Ecosystem: Part 1 of 4
It’s hard to name many business transactions that are as risky and complex as mergers and acquisitions (M&A). Over 85% of M&A deals fail, according to a recent study on M&A outcomes by KPMG. Another study, by A.T. Kearney, found that the total return to shareholders on 115 global M&A transactions was negative 58%. These astounding numbers are enough to make any organization think twice. Despite the grim statistics, there are many compelling reasons to attempt an M&A transaction, but they must be done with and understanding of the risks and challenges involved. In this first installment of a four part series, we will begin by building some M&A foundations and define the ecosystem of an M&A transaction.
Mergers and Acquisitions: Understanding the Essentials of Strategy and Execution in the M&A Ecosystem - Part 2 of 4
In part one of this four article series, we explored the landscape of the Merger & Acquisition (M&A) ecosystem and how M&A activity is generally driven by strategic objectives that must form a match between both parties - the buyer and the seller. As discussed in Part 1 of this series, mergers and acquisitions, in some cases, may be required by one or both organizations in order to survive. In other cases, the M&A move be seen as a strategic action that will lead to a leaner, more profitable company once the transaction is completed - one that is better positioned for growth. Given the need to acquire or merge will always be present in the business world, how can it be done successfully? In this installment, we delve further into the points of commonality between mergers and acquisitions, examining the buy and sell-side perspectives.
Strategic Planning - Business Executive Essentials - Part 3 of 12
The previous edition of this article series (part 2) went into an overview of what a strategic plan should address - at a minimum. In that same edition, a graphical depiction of the elements of strategic planning was introduced. In this edition of the series, we will begin walking through the layers of the graphical model, relating to the “business ecosystem”.
Strategic Planning - Business Executive Essentials - Part 4 of 12
Last week’s post (part 3 of this article series) began going into the layers of the strategic planning model in the context of of the business ecosystem analysis. This model was introduced two articles ago and depicted as a graphical representation of the key elements of strategic planning. In this week’s edition of the strategic planning series, we will continue walking through the layers of the graphical model relating to the “business ecosystem”.

Strategic Planning - Business Executive Essentials - Part 5 of 12
The article series began with recognition of the ongoing quest business executives endure trying to improve their company's performance by laying out a better business plan and strategy. This segment is part five of an series that describes the components of a comprehensive business strategic plan and provides a checklist for evaluating strategic planning process effectiveness. Last week’s post (part 4 of this article series) began a continued exploration of the layers of the strategic planning model ecosystem analysis. This model (shown again below for your convenience) was introduced several weeks ago and depicts a graphical representation of the key elements of strategic planning. In this week’s edition, we will continue examining those layers of the graphical model relating to the “business ecosystem”.
Steps To Change From Brick-And-Mortar To A Virtual Office
Thanks to the Internet and its ecosystem, many current businesses are now operational without even physically existing, and with all due respect to the traditional way of setting up businesses, current small businesses are going virtual, and embracing its cost and growth benefits.
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