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PROFIT ISLE software and change management capabilities are grounded in the insights and techniques developed by MIT’s Jonathan Byrnes over a thirty-year period. These insights and techniques have been articulated in his award-winning book, Islands of Profit in a Sea of Red Ink, and in his very popular series of monthly columns in Harvard Business School’s Working Knowledge website and e-newsletter. We hope these insights help you discover your Islands of Profit.

Welcome to Our New Era of Management

A few days ago, I visited a friend who is pioneering a new course at the Berkeley’s Haas School of Business. The objective of the course is to train graduate students in critical thinking – framing difficult management problems in creative and innovative ways. The...

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The Power of Constant Strategic Innovation

Strategic innovation is the lifeblood of business growth and lasting profitability. It enables you to push the envelope of customer value creation, positioning your company as the strategic partner of choice. It also allows you to price higher, grow faster, and leave...

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The Problem with Accounting

What’s the difference between profits and profitability? In most companies, a net income deficiency of 30% or more. Let me explain. Accounting information is at the core of virtually all of our business processes. It is axiomatic that accounting has two roles:...

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The Missing Element in Large-scale Change

Large-scale change. Most managers view it as the ultimate management challenge. I remember when I wrote my Harvard Business School Working Knowledge column, “The Challenges of Paradigmatic Change.” The column went out on the Web on a Monday morning, and by noon I...

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How Did Microsoft Become Microsoft?

First, a little quiz. Which company invented these cornerstones of the personal computer revolution: First personal computer First high-speed computer network First laser printer First graphical user interface (mouse, pull-down menus, etc.)? (The answer is three...

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Profit from Managing Returns. Yes, Returns.

What do a typical hospital and a typical retailer have in common? They both have a problem managing returns. Let me explain. About a year ago, I spent a day with the President’s Cabinet of a major medical center. This is one of the most prominent institutions in the...

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A Malaysian Perspective on Managing Mergers

One of the great pleasures of writing this blog is the opportunity to stay in touch with friends and former students. I received a nice note from Tenglum Low, who is a top executive in Malaysia. Tenglum took my course when he was in an executive program at Harvard....

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Why Do Mergers and Reorganizations Fail?

I’ll always remember the immortal words of Murray Smyth, at the time CFO of one of the largest subsidiaries of a major distribution and manufacturing company, “If we haven’t reorganized in the last six months, it’s because someone missed a deadline.” Why do...

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