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O'Reilly":1,"#women-helping-women":1,"#Clicking this link will redirect to relevant products for the Author Nancy D. O'Reilly.":1,"#Kendra Adachi":1,"#The article focuses on a framework designed to train new people managers to become effective leaders, emphasizing the significant impact of leadership quality on employee satisfaction and organizational success. It outlines a six-month qualitative study that identified ten attributes of effective leaders, termed \"best bosses,\" and their contrasting characteristics with ineffective leaders, or \"worst bosses.\" The framework includes seven steps for training sessions, such as reflecting on past managerial experiences, facilitating group discussions, and creating personal leadership action plans. This structured approach aims to help managers internalize the traits of exceptional leaders and foster a positive work environment.":1,"#Taylor L. Smith, Seth R. Silver, Shannon Cleverley-Thompson, Timothy M. Franz":1,"#Prepare the Next Best Boss":1,"#Jim Noel, Ram Charan, Stephen Drotter, Kent Jonasen":1,"#Tosca Dimatteo":1,"#Bev Burgess":1,"#Nicht wesentliche Cookies ablehnen":1,"#Speicherungseinstellungen":1,"#Diese Website verwendet Technologien wie Cookies, um wesentliche Funktionen der Website zu ermöglichen sowie für analytik, personalisierung und gezielte werbung. Sie können Ihre Einstellungen jederzeit ändern oder die Standardeinstellungen akzeptieren. Sie können dieses Banner schließen, um nur mit den wesentlichen Cookies fortzufahren.":1,"#Dieses Dialogfeld schließen":1,"#Öffnet eine externe Website in einem neuen Fenster.":1,"#Öffnet eine externe Website.":1,"#Öffnet in einem neuen Fenster.":1,"#<em ljsid-0=\"\">Explain and explore the context.</em> Show why the goal is relevant to the firm, to the team, and most important, what it means to the goal taker....":1,"#insights-from-beyond-goals":1,"#As early as 6,000 BCE, humans created maps to better contextualize their surroundings. As we learned more about mathematics and geography, these maps became more detailed in both position and direction. Just as mathematicians sought to create better plotting systems, economists developed different charting tools like supply and demand curves to better understand market fluctuations.":1,"#The History of Position and Direction":1,"#In <strong ljsid-1=\"\">Hypernomics</strong>, Doug Howarth explains a novel economic theory based on multidimensional market mapping and analysis. Classic economic theory is limited in its ability to map dynamic markets with many variables. <em ljsid-3=\"\">Hypernomics</em> allows businesses to find market gaps, analyze competition, and make accurate predictions about the states of future markets by accounting for as many economic variables as possible. By thinking beyond the limitations of our three-dimensional world, we can find new ways to visualize market movements and maximize value.":1,"#ISBN: 978-1-3942-0888-3":1,"#by Doug Howarth":1,"#Classical economic mapping systems have their uses, but there are often more than two dimensions to account for when analyzing different values, demands, and costs across many products in a market. <em ljsid-1=\"\">Hypernomics</em> is a new approach to economics that identifies the...":1,"#Using Hidden Dimensions to Solve Unseen Problems":1,"#<span ljsid-1=\"\">1</span> of <span ljsid-3=\"\">411</span>":1,"#Đóng tùy chọn cookie":1,"#Quản lý các tùy chọn":1,"#Từ chối việc không cần thiết":1,"#Trang web này sử dụng các công nghệ như cookie để kích hoạt chức năng thiết yếu của trang web, cũng như cho phân tích, cá nhân hóa và quảng cáo được nhắm mục tiêu.":1,"#Mở trang web bên ngoài trong cửa sổ mới":1,"#Mở trang web bên ngoài":1,"#Mở ra trong một cửa sổ mới":1,"#ISBN: 978-1-64782-115-9":1,"#by Whitney Johnson":1,"#smart-growth2":1,"#Clicking this link will redirect to relevant products for the Author Whitney Johnson.":1,"#The <em ljsid-1=\"\">S Curve of Learning</em> is a framework that conceptualizes growth as a three-phase, six-stage process. The phases each have their own unique challenges, highs, and lows. At first, learning something new is exciting but also often overwhelming. In the <em ljsid-3=\"\">launch point</em> phase, change can feel tedious and unsettling as you wade through uncertainty to weigh the pros and cons of a wide range of options. But as you move into the <em ljsid-5=\"\">sweet spot</em> phase, the confidence you gained from withstanding the launch point’s challenges makes it easier to remain patient...":1,"#janet.Garcia@halliburton.com":1,"#janet.garcia@halliburton.com":1,"#My Bookmar... (3)":1,"#Liderazgo,":1,"#November 3, 2025":1,"#Recently Viewed (16)":1,"#Today, all that has changed. Interest rates are no longer zero, and the cost of capital is much higher. Investors are more concerned about customer acquisition costs and unit economics. Startups need to stay lean, and founders need to be creative in how they reach, activate, and convert customers.":1,"#Growth marketing is one of the fastest-growing sectors for AI tools. Keep your finger on the pulse of new tools and experiment constantly. You never know when the next 10x innovation will be released.":1,"#Be very selective in choosing channel partners, because any layer between you and the customer will slow down learning. You do not want gatekeepers to control your access to your customer base.":1,"#Innovators and early adopters are more willing to provide valuable feedback. Startups should build a solid foundation of loyal customers who can provide essential insights.":1,"#This essay was adapted from the new book The Experimentation Machine: Finding Product-Market Fit in the Age of AI by Jeff Bussgang. Published by Damn Gravity Media.":1,"#Customer acquisition costs are going down, which means that entrepreneurs' choices are going up. AI can open doors to new, better, and magical business models—and the only thing necessary is a willingness to experiment.":1,"#As you can see: Even in the age of AI, the principles of a go-to-market strategy have not changed. Business is always—and will always be—about building the right product for the right customer, and finding the most efficient way of reaching and acquiring them. But today, the means of reaching and acquiring customers is changing rapidly.":1,"#Now go to market!":1,"#Of all the phases of GTM, this is where AI will have the smallest role—for now. AI cannot choose a partner for you, nor can it manage that relationship. But in the long-term, AI might have the biggest impact on this phase of GTM—because it might cause the demise of channel partnerships entirely. Consider this: As it becomes easier to reach customers directly, startups will rely less on third parties for their GTM (a good thing, in my opinion). While channel partners will never entirely go away, startups that own their access to and relationships with customers will be more sustainable and profitable.":1,"#Going to market used to be simple: Buy ads, hire a team of sales reps, and spend thousands of dollars on a PR stunt. Hell, just give away money if it means you'll sign up more users.":1,"#Channel partnerships can be an enormous source of leverage, but they always come at a cost—both literal and in terms of customer connection.":1,"#How do we build an independent relationship with our customers that doesn't rely on the channel partner?":1,"#Can we afford the incremental economic burden required to incentivize the channel partner?":1,"#Is this partner the best way to reach customers?":1,"#There are three questions to answer when exploring channel partners:":1,"#I always caution founders to be very selective in choosing channel partners—not only for the reasons I just shared, but also because any layer between you and the customer will slow down learning. Again, you do not want gatekeepers to control your access to your customer base.":1,"#Even if a channel partner doesn't aim to eliminate you, they will always try to charge higher and higher rents for access to their users. For example, Facebook was a fantastic growth channel for numerous businesses until they began to throttle organic traffic to grow their paid-ads business.":1,"#Working with channel partners is a double-edged sword for both parties. There will always be a battle for customer loyalty.":1,"#Channels and partners are thirdparty companies or platforms that give you easy access to your target customers. While they're often lumped together (into \"channel partners\"), there are key differences. Partners allow you to market and sell to your customers, while channels take on the responsibility of sales and marketing for you. Some channel partners are more possessive than others, meaning they keep control of the customer relationship.":1,"#Question 4:":1,"#But the best overall sales model is a mix of approaches. PLG is still an effecttive and efficient sales model for many startups early on. However, as PLG companies scale, they tend to become less efficient overall compared to their peers who follow an enterprise sales-led approach. Every company that aspires to secure select, high-revenue relationships will have to eventually create an enterprise sales motion, a process that takes years to craft and perfect. Relying solely on PLG or inbound sales to take a bottom-up approach with enterprises can eventually lead to stagnation. To avoid this trap, structure the organization to operate a mix of sales motions after mastering the first one. Additionally, build the systems and expertise needed to service enterprise-level clients, including detailed and comprehensive documentation and a strong customer support program. Use AI across all these sales motions and post-sales functions to scale while staying lean.":1,"#You are no longer bound by time and cost restraints. You now have the freedom to choose the best sales model for you and your initial market, whether that's PLG, inbound sales, or outbound sales. The cost of sales is rapidly declining, regardless of the sales model.":1,"#But as noted earlier, generative AI is starting to dramatically change this calculus. To start, Teal and other PLG companies need fewer low-revenue customers to be profitable and successful. AI has saved Teal over $1 million a year on content creation alone. AllSpice is also growing more efficiently. They use AI to manage the majority of their inbound leads, leaving Ratner and her small sales team to focus on the high-revenue clients. Outbound sales have almost always been reserved for these select clients due to the high costs of fielding a sales team. But now, AI has made the outbound sales model cost-effective to attract smaller customers.":1,"#Finally, the business models and unit economics of each startup are different. AllSpice has fewer customers to target and therefore needs a higher customer lifetime value to build a big business. Teal's total addressable market is, again, all job seekers, which could be hundreds of millions of people around the world—but each customer's lifetime value is much smaller. Teal wants to activate as many users as possible and then convert them once they prove their value, which their freemium plan helps them do.":1,"#Another difference is product complexity. AllSpice's freemium plan saw a lot of users sign up who were not a good fit for the product. By talking with each new lead, the company can ensure AllSpice is the right tool for them. Teal is designed to be used by every job seeker, from high schoolers to retirees. It's much more consumer-facing, while AllSpice is a business-to-business tool.":1,"#Still, it's not the perfect sales model for every company. PLG works well for Teal, but not AllSpice, which uses an inbound sales model. Why? First, the customers. Teal attracts job seekers from virtually every field of work, but the intensity of their job search varies. Some folks treat the job search like, well, a job, while others are just casually looking for work. But AllSpice does not want casual users. During its beta period, AllSpice tested out a freemium model—but found that paying users were much more engaged with the product than freemium users. AllSpice aims to be part of the daily workflow for hardware engineers, so they want users to commit with their credit card. As a result, it canceled the free plans.":1,"#In recent years, PLG has given startups a roadmap to rapidly scale with limited resources. We have all encountered (and likely used) PLG tools in our work: Calendly, Slack, Canva, Figma, and others. PLG tools tend to be inherently viral by promoting teamwork, and they make it easy to sign up by offering always-free (dubbed \"freemium\") plans. PLG companies have mastered the art of Software as a Service: They remove virtually all friction and risk from the buying process.":1,"#There are three basic sales models in business. Outbound sales describes when a team of salespeople reaches out to prospective customers to initiate the sales process. Inbound sales are when the company attracts potential customers through marketing and promotion, then salespeople complete the sales process. Product-led growth (PLG) is when the company attracts potential customers through marketing and promotion, and then the customer completes the sales process through a self-service portal.":1,"#Attention is one thing. Closing deals is another.":1,"#Question 3:":1,"#by Jeff Bussgang":1,"#Growth marketing is one of the fastest-growing sectors for AI tools. Founders need to keep their finger on the pulse of new tools and experiment constantly. You never know when the next 10x innovation will be released. Even when you find a successful growth strategy, be on the lookout for the next one.":1,"#The results were dramatic. Teal's organic search traffic grew to over 100,000 page views per week and converted 3% of all visitors into paid users, driving their customer acquisition cost down to effectively zero.":1,"#Then ChatGPT came out, and Fano decided to go all-in. He and his team built a low-touch AI writing system using OpenAI, no-code automation, and content management tools. Teal's GTM team created detailed article prompts and generated over three thousand articles tailored to specific job-related queries. For pennies, they created articles on specific career paths and job-specific résumé templates. Human editors reviewed each article, and after minor edits and prompt tweaks, they were good to go.":1,"#David Fano had this insight in 2019 as he searched for an effective growth channel for Teal, his AI-powered job search platform. Teal builds a suite of tools for job seekers, including an AI-powered résumé builder and job application tracker to run a streamlined, organized job search. Fano and his team experimented with several growth channels unsuccessfully, including social media ads and influencers. But most people saw those ads when they weren't actively searching for jobs. That's when Fano began to experiment with SEO. Fano hired content writers to create high-quality articles for job seekers. Teal saw promising results early, but their growth was capped by the cost of content marketing. Fano was paying $500 per article.":1,"#Here is an example: SEO content marketing. In markets where people are searching for immediate solutions (rather than idly browsing), Google is the best channel for reaching customers. For instance, people looking for a new job regularly use Google and other search engines to find job openings, job descriptions, and sample résumés or cover letters.":1,"#Experimentation has always been a crucial part of startup growth strategy. You need to design a series of experiments, place small bets, and see what sticks. Then you cut the losing experiments and double down on the winning ones. AI now allows you to run more experiments faster than ever before.":1,"#AI is already having a profound impact on the way companies gain attention—and their efficiency in doing so. Payments company Klarna is a good example of this. In their mid-year 2024 earnings report, they revealed that their average revenue per employee had grown 73% year over year. In May, they reported that operations costs were down 11%, and their sales and marketing costs were down 11% in the first quarter of 2024—all of which they attribute to their use of AI. \"We have built AI copilots for each of the parts of the flow,\" said David Sandstrom, Klarna's Chief Marketing Officer. \"I think that the best marketers are going to 10x their impact and efficiency because they have these tools.\"":1,"#These stories will pale in comparison to the growth \"hacks\" we'll see in the age of generative AI.":1,"#Stories of innovative marketing, demand generation, and \"growth hacking\" have been part of Startupland lore for decades: Richard Branson's PR stunts, PayPal's referral program, Steve Jobs' legendary product announcements, Duolingo's unhinged mascot—the list goes on.":1,"#What is my growth and demand-generation strategy?":1,"#How to take a product to market, and then 10x the results using AI.":1,"#Question 2:":1,"#Your initial market should be full of innovators who desperately need your product. It's a jumping-off point to the next market, then the next, and then the next.":1,"#No gatekeepers. Channels and partners are great for reaching more customers as you scale, but don't rely on these relationships to build your business in the early days. Choose an initial market where you have direct access to your customers, so you can learn from them. Keep control of your relationship with your initial market.":1,"#A high willingness to pay. Ask yourself: Does your initial market have a vibrant ecosystem of free products? If so, customers may be accustomed to not paying for what you're offering—and that's a problem! Also, do your customers have the means to pay if you solve their problem?":1,"#Many prospective customers. Be sure your initial market has a set of requirements that are common to a broad set of prospective customers. That way, it will be easier to dominate your initial segment and then jump to the next.":1,"#Small, yet broad. Select a market that is narrow enough to ensure focus, but large enough to attract capital and sustain multiple iterations.":1,"#Passion and mission. Focus your energy on a market and customer type that you genuinely love. This will help you get through the ups and downs of the early startup journey. Plus, one way to find innovators is to look for the most passionate people in your space.":1,"#What Your Initial Market Needs":1,"#It is surprisingly easy to choose the wrong initial market, and it's a mistake I see often. How do you ensure that you pick the right one? Here are a few criteria.":1,"#Innovators and early adopters are more willing to provide valuable feedback. Startups should build a solid foundation of loyal customers who can provide essential insights for further product development and market expansion, while also serving as enthusiastic advocates.":1,"#In his 1962 book Diffusion of Innovations, author Everett Rogers developed a model for technology lifecycle adoption and defined five categories of customer profiles: innovators, early adopters, early majority, late majority, and laggards. (You may be more familiar with this concept from Geoffrey Moore's Crossing the Chasm, which built on Rogers' work.) Startups make the mistake of targeting early or late majority customers, who are more pragmatic and therefore difficult to please. Instead, founders need to identify and target innovators who are willing to adopt an incomplete or buggy product because it solves (though not perfectly) such a painful need in their lives.":1,"#What is your initial market?":1,"#Now let's get back to answering the four GTM questions. We'll start at the top:":1,"#But even after you answer these four questions, there is still another decision to make: How quickly should you scale? When do you \"pour fuel on the fire\" to grow quickly? The answer depends on the strength of your product-market fit as well as market conditions. One of the greatest risks for a startup is scaling prematurely. Many startups have tried to force growth despite insufficient product-market fit and poor timing. Especially in an environment where capital is scarce, keeping \"dry powder\" and extending your runway is generally wise. Luckily, thanks to AI, you can do so much more with less.":1,"#When you get this right, you'll build a playbook for consistent customer acquisition with favorable unit economics.":1,"#Who are the best (if any) channel partners?":1,"#What is my sales model?":1,"#What is my growth and demand generation strategy?":1,"#What is my initial market?":1,"#In the early stages of a startup's life, the primary objective of GTM experiments is to discover a repeatable and scalable process for customer acquisition. There are four key questions to answer:":1,"#4 Questions for Your GTM Strategy":1,"#So before you use AI, let's polish up on those GTM fundamentals.":1,"#To be clear, AI will not make the difficult strategic decisions for you. It can't say who to target, how to sell them, and your best channels for growth. You must still understand GTM fundamentals yourself—but once you do, AI can become a supercharged sidekick to scale them.":1,"#AllSpice is not alone here. As I work with startups, I'm seeing an explosion of AI tools across the go-to-market spectrum—from sales development reps (11x) to sales engineers (DocketAI) to customer data enrichment (Clay) to personalized videos (HeyGen) and more.":1,"#AI has helped scale AllSpice's customer support experience as well—a critical aspect of servicing large companies and enterprises. Ratner's team is using generative AI to automatically create video tutorials and documentation for every feature in their toolset. Crucially, AI helps them keep this documentation up-to-date as the AllSpice product rapidly evolves.":1,"#AllSpice's team also used a sales execution tool called Outreach to automatically sequence outbound emails and follow up on tasks to move prospects through their pipeline. Outreach recently incorporated generative AI to help sales reps understand true buyer sentiment, summarize deals, generate personalized emails, respond to prospects, and forecast pipelines more accurately. These new workflows free up Ratner and her sales team to focus on the largest, most valuable clients while consistently converting small and midsize teams.":1,"#AllSpice began using AI to nurture inbound leads, which is usually a timeand resource-intensive process. The startup's small sales team used tools like ElevenLabs and HeyGen to create thousands of customized demonstration videos based on a single recording. Not only is this radically more efficient, but AllSpice's customers (who are engineers themselves) often prefer these videos over a Zoom call with a salesperson.":1,"#Here's how.":1,"#Then everything changed in late 2022, with the launch of ChatGPT. Suddenly, AllSpice could go after everyone at once.":1,"#Clicking this link will redirect to relevant products for the Author Jeff Bussgang.":1,"#As they neared their official launch in 2022, Ratner and Dumont faced a difficult decision: Should AllSpice market itself to large or small customers? Enterpriselevel customers pay high fees, and would have been the startup's first choice—but those customers are hard to land. They usually require hiring an expensive enterprise sales team, and then expect a lot of costly handholding and personalized attention. So AllSpice decided to target small-to-midsize teams instead, which had smaller budgets but were easier and more affordable to target.":1,"#With approximately 300,000 electrical engineers working at 30,000 hardware companies, Ratner and Dumont estimated the total market opportunity to be over $5 billion to start. They released a beta version of AllSpice in 2020, landed a few hundred early customers, and saw initial signs of product-market fit: Top cohorts of users were spending nearly 40 hours per month on the platform, with over 100 interactions per week.":1,"#In 2018, cofounders Valentina Ratner and Kyle Dumont paired up to address a major opportunity: Technology companies were losing a combined $35 billion each year because of mistakes made while building hardware. It was a workflow issue: One team might change something in the development process, but that change wouldn't be properly communicated to other teams, which would lead to confusion and conflicting information. To solve this, Ratner and Dumont created a company called AllSpice—a workflow system specifically designed for hardware teams.":1,"#How One Company Went to Market with AI":1,"#Let's start with a case study.":1,"#In this article, I'll walk through the principles of a GTM strategy, and how to use AI to multiply your growth potential tenfold.":1,"#To be clear, the fundamentals of a GTM strategy are still the same—and will likely always be the same. It's a mix of positioning and messaging, market selection, demand generation, distribution channels, sales funnels, and strategic partnerships, all working together to turn cold prospects into loyal, evangelical customers in the most cost-effective way possible. But these activities fall right into the sweet spot of generative AI as we know it today: It's a matter of content creation, lead nurturing and engagement, personalization, and data analysis.":1,"#Everyone knows about AI's ability to create text and images, but we're just starting to discover how transformative that can be for launching a business. I'm a Harvard Business School professor and cofounder of Flybridge Capital, an early stage venture capital fund with over $1 billion in assets under management, and I'm seeing it all the time now: Startups are using AI to completely rethink their GTM strategy—helping them reach more customers more efficiently, and quickly scale in ways that were nearly impossible before.":1,"#Incredibly, just as startups around the world were being forced to tighten their belts, they were given a magical new technology that stretches their go-to-market (GTM) dollars further than ever: generative AI.":1,"#Incredibly, just as startups around the world were being forced to tighten their belts, they were...":1,"#Sesión 1":1,"#Today 10:31 AM":1,"#The first trick is to find out who the key stakeholders are. What's a stakeholder? It's the person...":1,"#Clicking this link will redirect to relevant products for the Speaker Eddie Obeng.":1,"#Clicking this link will redirect to relevant products for the Speaker Antonio Nieto-Rodriguez.":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Frances Frei, Anne Morriss":1,"#Recently Viewed <span ljsid-2=\"\">(1533)</span>":1,"#ISBN: 978-1-3986-0349-3":1,"#strategy-sprints":1,"#by Simon Severino":1,"#It’s also important to have a clear picture of who you serve. Most people have an idea of who their ideal client is, but the more defined you...":1,"#Clicking this link will redirect to relevant products for the Author Simon Severino.":1,"#Ad Age spoke to nine industry executives, including recruiters and agency CEOs, who said with Big Tech undergoing mass layoffs recently, ad professionals who fled to that industry are now returning to agencies. Ad salaries are coming down from peak \"Great Resignation\" levels: Industry execs say high salary rates in 2021, driven by competition from the tech industry, were never sustainable Ad salaries are coming down from the height of the Great Resignation of 2021 - when agencies had to significantly raise their offers to compete with tech companies that could afford to pay their talent twice what they could.":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Kareem Shaker":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Atif Rafiq":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Bill Brooks":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Stephanie L. Woerner, Peter Weill, Ina M. Sebastian":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Michael E. Dunn, Chris Halsall":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Thomas L. West, Jeffrey D. Jones":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Pamela Ryan":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Denise Duffield-Thomas":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> David Blanchard":1,"#Every business needs money at one point or another in its lifespan. It needs money to get going and keep running, and if it wants to grow, it is going to need even more. Regardless of which phase a business is in, finding the money it needs is usually a challenge. Get Your Business Funded, by Steven D. Strauss explores the benefits and drawbacks associated with 23 different options, which can be used alone or combined, for funding a business. These options range from using personal assets to finding and applying for government options, such as grants or non-traditional, creative sources like “crowdfunding.”":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Steven D. Strauss":1,"#Source: Nicholas Brealey Publishing":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Jon Wuebben":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Jason Vitug":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Jim Cathcart":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Bob Johansen, Christine Bullen, Joseph Press":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Stephanie Middaugh":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Lisa Disselkamp":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> David S. Rose":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Ross Sparkman":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> James Wood, Kory Kogon, Suzette Blakemore":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Edward Wright, Drake Fowler, Hollye Moss":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> William Miller":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> David P. Jones":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Nancy Duarte":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> PAULA ASINOF":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Elizabeth Harrin":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Kathleen Kelly Janus":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Eric J. Holsapple":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Thomas R. Ittelson":1,"#Source: Business Strategy Review":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> TIM HAM":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Michel Gelobter":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Rick Mathis":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Robert S. Kaplan, Steven R. Anderson":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Frederick Gilbert":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Puja Bhola Rios":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Peter R. Garber, Joseph Mack III":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Kerry Gleeson":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> John Skabelund":1,"#Source: Personnel Journal":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Howard M. Shore":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> John Winsor, Alex Bogusky":1,"#<span ljsid-0=\"\">Video</span> <span ljsid-2=\"\">|</span> Richard Goring":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> HEIDI HJERPE":1,"#More and more businesses are seeking alternate forms of financing, including through government and foundation grants. In Find Grant Funding Now!, Sarah Beth Aubrey shares her winning strategies for securing different types of grant funding. Every year there are hundreds of billions of grant dollars aimed at promoting business activities, and Aubrey explains how entrepreneurs and businesses can take their ideas, develop them into fundable projects, and find the right grants. She then shows how they can write grant applications that align their projects with the goals of specific grant funding organizations. Throughout the book are examples of common pitfalls, from the application process to applying for the wrong grants to failing to carefully consider the rules that must be followed if the grant application succeeds.":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Sarah Beth Aubrey":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Brian Bonilla":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Bob Garrow":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Lou Russell":1,"#<span ljsid-0=\"\">Video</span> <span ljsid-2=\"\">|</span> Murli Thirumale":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> AMY MERRICK":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Jack Malcolm":1,"#56 pp. Jossey-Bass Imagination is an immensely powerful tool; when tapped, both individuals and companies have almost limitless access to creativity, innovation, and competitive advantages. In Imagination First, co-authors Eric Liu and Scott Noppe-Brandon examine imagination from every perspective to offer individual and group strategies for unlocking its infinite power as a driving force in business, politics, education, and the arts. Individuals with strong imaginations are able to create and innovate-vital ingredients to a growing economy and world leadership. The future of society relies on imaginative leaders, and as a result, educators must train students to think in terms of What if... rather than What is. The following \"Capacities for Imaginative Learning\" are ways for people to access their imaginations: noticing deeply, embodying, questioning, identifying patterns, making connections, exhibiting empathy, creating meaning, taking action, reflecting and assessing.":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Scott Noppe-Brandon, Eric Liu":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Joe Calhoon":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Catherine Elton":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Andrew Ph.D. Abela":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Marc J. Epstein, Adriana Rejc Buhovac":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Trey Gowdy":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Yael Cohen":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Mick Campbell, Clark A. Campbell":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Brian Moran":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Andy Silvester":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Chris Buckingham":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Behnam Tabrizi":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Mason Donovan, Mark Kaplan":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> MOLLY SOAT":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Mark Hopkins":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Andy Dunn":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> David Bassett, Ruth Dowson":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Douglas B. Laney":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Carl Reader":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Judith Humphrey":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Al Ries, Jack Trout":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> with Simon Targett, Abheek Singhi, David Michael, Michael J. Silverstein":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Chris Haroun":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Peter J. Capezio":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Tatiana Tsoir":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Patricia Fripp":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> John Boe":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Christina Del Villar":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Sonya Barlow":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Sylvia Thabeng":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Patricia Pulliam Phillips, JACK J. PHILLIPS":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Adam Gibson":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Paul Dittmann, Reuben E. Slone, John T. Mentzer":1},"version":196410}]