Image
  • Home
  • Companies
  • Consulting
  • Insights
    • About
    • Health
    • Blog
  • Dansk
Contact
Image

Blog

Culture

Acceleration
Companies
Culture
Entrepreneurship
Innovation
Internationalisation
Leadership
Management
Marketing
Markets
Measurement
Strategy
Sustainability
Venture capital

Featured Image for “Corporate ideology must change”
June 6, 2017
Corporate ideology must change
Corporate leaders have so much to loose. This is why they are so reluctant to tear down those walls of bureaucracy
Featured Image for “21st century corporate innovation tools”
August 26, 2015
21st century corporate innovation tools
Familiar with the fear of failure or lack of speed in corporations? Although hard to accept, as a corporate innovator you can learn tremendously from startups. Here is why
Placeholder for “Next gen Entrepreneurs: Get high on agility”
August 15, 2012
Next gen Entrepreneurs: Get high on agility
The sustainability – short-termism paradox As we have entered the post credit crunch era, entrepreneurs face new challenges demanding a move away from short-termism to a sustainable social, environmental and financial performance (cf. the triple bottom line), and face the
Placeholder for “Not copycat. Not tropicalisation. But sound venture capital”
June 20, 2012
Not copycat. Not tropicalisation. But sound venture capital
The Economist describes in it’s article ‘VC clone home‘ venture capitalists who are making money by bringing old ideas emerging markets – and states that such a copycat business is not the real spirit of venture capital, which is supposed to
Placeholder for “Sense of personal power – a venture capital pitfall”
June 11, 2012
Sense of personal power – a venture capital pitfall
Innovation is driven by open-mindedness, inputs from diverse groups of sources, fostering collaboration across functions, processes, ecosystems, etc. In most cases, the final decision to bet on an idea is taken by one or few executives. Recent research from USC’s Marshall
Placeholder for “Top ten lies of entrepreneurs”
April 4, 2012
Top ten lies of entrepreneurs
We get pitched dozens of times every year, and every pitch contains at least three or four of these lies. We provide them not because we believe we can increase the level of honesty of entrepreneurs as much as to
Placeholder for “Sparking creativity in teams: An executive’s guide”
April 4, 2012
Sparking creativity in teams: An executive’s guide
Senior managers can apply practical insights from neuroscience … …. to make themselves – and their teams – more creative. The key is to focus on perception, which leading neuroscientists, such as Emory University’s Gregory Berns, find is intrinsically linked
Placeholder for “Everyone wants to be innovative; most fail!”
December 31, 2011
Everyone wants to be innovative; most fail!
Innovation: Corporate culture is not the answer   Everyone wants to be innovative. In fact, I can’t remember when any organization last came to IMD and pronounced themselves as being innovation indifferent. Yet, the sad truth is that while everyone
Placeholder for “Rethinking the financial drivers in innovation culture”
October 30, 2010
Rethinking the financial drivers in innovation culture
Recent reports in the Harvard Business Review question the efficiency of the traditional Silicon Valley venture capital innovation funding model and more emphasis is now being placed on how to manage the innovation process in a low finance environment. Japan

Acceleration
Companies
Culture
Entrepreneurship
Innovation
Internationalisation
Leadership
Management
Marketing
Markets
Measurement
Strategy
Sustainability
Venture capital

Energize the change



  • Privacy
  • Cookie policy
Search
Image

Copyright NB 2012-

©
►
All rights reserved

© NB

Menu
  • Home
  • Companies
  • Consulting
  • Insights
    • About
    • Health
    • Blog
  • Dansk
Search

Follow


Image

Energize the growth

Menu
  • Home
  • Companies
  • Consulting
  • Insights
    • About
    • Health
    • Blog
  • Dansk
Search

Follow


Image

Energize the growth

Menu

Search
  • Contact

Your data

  • Privacy
  • Cookie policy

Follow


Image

Energize the change

Manage consent
We use technologies like cookies to
optimize our website and our service
Functional Always active
The technical storage or access is strictly necessary for the legitimate purpose of enabling the use of a specific service explicitly requested by the subscriber or user, or for the sole purpose of carrying out the transmission of a communication over an electronic communications network.
Preferences
The technical storage or access is necessary for the legitimate purpose of storing preferences that are not requested by the subscriber or user.
Statistics
The technical storage or access that is used exclusively for statistical purposes. The technical storage or access that is used exclusively for anonymous statistical purposes. Without a subpoena, voluntary compliance on the part of your Internet Service Provider, or additional records from a third party, information stored or retrieved for this purpose alone cannot usually be used to identify you.
Marketing
The technical storage or access is required to create user profiles to send advertising, or to track the user on a website or across several websites for similar marketing purposes.
Manage options Manage services Manage vendors Read more about these purposes
Preferences
{title} {title} {title}