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WTF?: What's the Future and Why It's Up to Us by Tim O'Reilly

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LEARNING FROM LYFT AND UBER

IN THE SUMMER OF 2000, MY EXECUTIVE TEAM AND I DID SOME work with Dan and Meredith Beam, of BEAM inc., a strategy consulting firm, on a strategic planning process for our company. We no longer had one primary business; we had three: book publishing, conferences, and online publishing, which had overlapping audiences but each of which had different demands for investment, go-to-market strategies, and paths to revenue. We needed to find a way to reconcile these different lines of business into a coherent whole.

Dan and Meredith help companies build maps of their business models—one-page pictures that describe, to use their words, “how all the elements of a business work together to build marketplace advantage and ...

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