Clayton Christensen

Questions are places in your mind where answers fit. If you haven’t asked the question, the answer has nowhere to go. It hits your mind and bounces right off.

Jim Collins

In defining greatness, I think it’s important to differentiate between inputs and outputs. People sometimes confuse the two. There are a lot of important inputs, but greatness is in the outputs. So what are the outputs? I would say there are three. The first is truly superior performance in the arena in which you operate. In sports, your team has to win championships, or … [ Read more ]

Jim Collins

What do humans do? We create. We don’t have to learn to be creative. We have to unlearn what gets in the way of our creativity. Discipline, on the other hand, is not the natural human state. So it’s a differentiating factor. What is super rare is the ability to blend creative thinking with discipline and to do it in such a way that the … [ Read more ]

Howard Tullman

My rule of thumb is that someone is going to have the best seat in the house. It may not be me. But shame on me if I don’t ask for it. In every speech I give to entrepreneurs, I ask them not to make it easy for other people to say no and not to compromise.

What If Your Gut Is (Gasp!) Wrong?

Chip and Dan Heath, authors of Decisive: How to Make Better Choices in Life and Work, on how to make better executive decisions.

Matthew E. May

Elegance requires that you subtract. Leaders should ask themselves two questions: One: What would the people in my organization like me to reduce or stop doing? Two: What would my competitors hate for me to reduce or stop doing? This is challenging, of course, because adding is a human inclination.

13 Ways of Looking at a Leader

Want to be a better leader? Or find management inspiration, at least? Here you can learn from a baker’s dozen of the most prevalent types.

What Would Winston Do?

In 1940, a war-weary Britain was on the verge of capitulation. Here’s how Churchill turned it around–and what it means for you.

Solving the Sales Conundrum: Special Report

Jeff Hoffman explains the primacy of data, the gap between interest and desire, the power of introverts, and other things fast-growth CEOs don’t understand about selling.

How to Fight Employee Turnover

Here’s how New York City’s Big Fuel created a system to help new employees find their way, and stay put.

Need a Deal on Consulting? Hire B-School Students

When Project Runway winner Chloe Dao’s national spotlight faded, she needed help, but couldn’t afford a consultant.

Wayfair’s Road to $1 Billion

Wayfair was founded with one goal in mind: to get as big as possible. Next stop: $1 billion.

Creating the Lean Startup

How Eric Ries developed a scientific method for launching profitable companies

The Four Worst Hiring Mistakes

In this job market, you might expect that hiring new employees would be easy. But many entrepreneurs still struggle to find good people. To be sure, not every candidate is a rock star. But if you keep turning up dud after dud, the problem may not be the applicant pool. In a quest to find the best workers, entrepreneurs sometimes wind up adopting hiring practices … [ Read more ]

The 10 Best Entrepreneurship Courses of 2011

University courses in entrepreneurship are better—more useful, more real, more likely to produce actual companies—than they have ever been. Here are 10 we’d love to take.

Editor’s Note: I am not sure how many of these are MBA courses vs. undergraduate

Creating a Smart Export Strategy

Borders still matter, according to Pankaj Ghemawat, author of World 3.0. But that doesn’t mean there aren’t great opportunities to do business abroad.

Jason Fried

You know how you can tell when you’ve made a good decision? If you feel like you waited too long to make it, then it’s a good decision.

Creating a Company Vision

Do you have a vision of where your company will be in three years? In five? 10? Here’s a sure-fire way to get clear about the future you want.

Saras Sarasvathy, Leigh Buchanan

Master entrepreneurs rely on… effectual reasoning. Brilliant improvisers, the entrepreneurs don’t start out with concrete goals. Instead, they constantly assess how to use their personal strengths and whatever resources they have at hand to develop goals on the fly, while creatively reacting to contingencies. By contrast, [successful] corporate executives… use causal reasoning. They set a goal and diligently seek the best ways to achieve it. … [ Read more ]

Saras Sarasvathy

If you give [entrepreneurs] data that has to do with the future, they just dismiss it. They don’t believe the future is predictable…or they don’t want to be in a space that is very predictable.