In 1876 alone, Singer sold 262,316 machines, an enormous number in those days. One of its founders built the Dakota, a land mark Manhattan apartment building where luminaries like Yoko Ono and John Lennon have lived. In 1908, the brand-new forty seven-story company headquarters, the Singer building, was the world's tallest.
My mother, who was born in 1910 (and passed away two months short of her hundredth birthday), owned a Singer from her teen years. I can remember as a child going with her to the local pattern store; women of her era routinely made many of their own and their family's clothes. But by the time I arrived-her late-in life third child-she bought my clothes.
Culture shifts like housewives taking to sewing machines and then later buying their family ready-made clothes, which then were increasingly made by cheap labor abroad-constantly open possibilities: new groups of customers, ways to buy, evolving needs, technologies, distribution channels, or information systems. Every advance opens doors to a host of potential winning strategies.
Apple and Singer left fresh footprints in the snow that their competitors followed in a desperate game of catching up. Today a mini-industry of consultants stands ready to guide companies through a standard playbook of strategic choices. But those off the-shelf strategies fine-tune an organization's tactics-they don't change the game.
The original meaning of strategy was from the battlefield; it meant "the art of the leader"-back then, generals. Strategy was how you deployed your resources; tactics were how battles we;e fought. Today, leaders need to generate strategies that make sense in whatever larger systems they operate in-a task for outer focus.
In 1876 alone, Singer sold 262,316 machines, an enormous number in those days. One of its founders built the Dakota, a land mark Manhattan apartment building where luminaries like Yoko Ono and John Lennon have lived. In 1908, the brand-new forty seven-story company headquarters, the Singer building, was the world's tallest.
My mother, who was born in 1910 (and passed away two months short of her hundredth birthday), owned a Singer from her teen years. I can remember as a child going with her to the local pattern store; women of her era routinely made many of their own and their family's clothes. But by the time I arrived-her late-in life third child-she bought my clothes.
Culture shifts like housewives taking to sewing machines and then later buying their family ready-made clothes, which then were increasingly made by cheap labor abroad-constantly open possibilities: new groups of customers, ways to buy, evolving needs, technologies, distribution channels, or information systems. Every advance opens doors to a host of potential winning strategies.
Apple and Singer left fresh footprints in the snow that their competitors followed in a desperate game of catching up. Today a mini-industry of consultants stands ready to guide companies through a standard playbook of strategic choices. But those off the-shelf strategies fine-tune an organization's tactics-they don't change the game.
The original meaning of strategy was from the battlefield; it meant "the art of the leader"-back then, generals. Strategy was how you deployed your resources; tactics were how battles we;e fought. Today, leaders need to generate strategies that make sense in whatever larger systems they operate in-a task for outer focus.
การแปล กรุณารอสักครู่..
In 1876 alone, Singer sold 262,316 machines, an enormous number in those days. One of its founders built the Dakota, a land mark Manhattan apartment building where luminaries like Yoko Ono and John Lennon have lived. In 1908, the brand-new forty seven-story company headquarters, the Singer building, was the world's tallest.
My mother, who was born in 1910 (and passed away two months short of her hundredth birthday), owned a Singer from her teen years. I can remember as a child going with her to the local pattern store; women of her era routinely made many of their own and their family's clothes. But by the time I arrived-her late-in life third child-she bought my clothes.
Culture shifts like housewives taking to sewing machines and then later buying their family ready-made clothes, which then were increasingly made by cheap labor abroad-constantly open possibilities: new groups of customers, ways to buy, evolving needs, technologies, distribution channels, or information systems. Every advance opens doors to a host of potential winning strategies.
Apple and Singer left fresh footprints in the snow that their competitors followed in a desperate game of catching up. Today a mini-industry of consultants stands ready to guide companies through a standard playbook of strategic choices. But those off the-shelf strategies fine-tune an organization's tactics-they don't change the game.
The original meaning of strategy was from the battlefield; it meant "the art of the leader"-back then, generals. Strategy was how you deployed your resources; tactics were how battles we;e fought. Today, leaders need to generate strategies that make sense in whatever larger systems they operate in-a task for outer focus.
การแปล กรุณารอสักครู่..