Corporate leaders today have a difficult task in trying to achieve growth within their large organizations. Global competition has increased, risk capital providers have reduced their investments, and organizational motivations/incentives tend to work against effective long-term growth and survival. Large companies continue to pursue growth, but they tend to focus on “big bets” or major investments/ acquisitions. The rationale for this approach is that only a large investment can make a difference to large, publicly traded organizations. Consequently, senior management tends to spend its time on large strategic projects or acquisitions—not small-scale entrepreneurial initiatives, when exploring growth initiatives. This book suggests ...

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