E. Paul Whetten

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The division manager of a large industrial company recently proposed a growth strategy requiring a $300 million capital investment. The strategy would adapt an existing technology to a new product that would be sold to a new set of customers. The plan he proposed was elegant in the way it answered the usual strategy questions with data about the competition, the industry, and the external environment. The CEO listened patiently for twenty minutes, an unusually long period of time for him. However, he couldn’t wait any longer to ask the following questions. First, who buys this product? The ...more
Execution: The Discipline of Getting Things Done
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