The borrow challenge is figuring out how many of Box 1âs assets you must use for Box 3âs success, how to optimally structure the talent and resources across both boxes, and, given the conflicts and trade-offs involved, how to successfully manage the links.
There must be some assets that Box 3 can leverage from Box 1. After all, the question is, Why would the initiative succeed within the company instead of outside of it? For example, consider that assets from the New York Times benefited NYTDâbrand, content, and relationships with advertising. These are assets that no Silicon Valley startup can compete with.
However, when assets from the performance engine go to benefit Box 3, significant conflicts are likely to arise.
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