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Minjungbal Museum and Cultural Centre Revitalizing an Australian Treasure

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The Minjungbal Museum and Cultural Centre is a cultural icon in the South East Queensland. The centre was constructed with the primary aim of bringing the Minjungbal people back to their homeland in Australia. I’ve been living with the Minjungbal people for the past three decades. The centre has always been my home and my space, a refuge from the stress and frustration of my life. The center’s name, Minjungbal, is a Maori term that means ‘home’. This is a term we Minjungbal people

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Flipkart Leveraging Customer Analytics

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In 2011, Flipkart launched its store in India, becoming the world’s largest e-commerce company in less than 10 years. The company had a huge customer database, with millions of customers buying through the e-commerce platform. However, the key challenge for the company was that it did not understand what it meant for them to get customers to convert. The traditional methods such as email marketing, push campaigns, and advertisements were not working anymore. It was after a rigorous study, by a top marketing research

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Flipkart is a huge online marketplace with a user-base of over 50 million active customers across India. I’ve been working with Flipkart for the past 2 years as a customer success manager, and I have observed many changes in the market. Here are some of my observations: 1. Flipkart’s customer analytics tools: Flipkart’s customer analytics tools have always been at the heart of our business. I’ve been using Flipkart’s analytics platform for over a year now

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[Image of customer buying a product on Flipkart’s website, along with an arrow] Flipkart is an online marketplace for consumer goods. They offer a vast range of products for every product in an ever-evolving consumer lifestyle. Their business strategy has always been to offer unique products to its users. But, with the onslaught of online shopping, the competition has also increased. Flipkart was facing a significant challenge in keeping its customers engaged on the platform. This challenge is primarily due to a lack

Henkel in Russia A 2023

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1. Henkel’s Russian Entry Strategy In a 2023 post, Henkel announced its entry into Russia. Henkel is a global consumer goods company, which produces and sells a range of consumer products. review The brand offers personal care, household care, industrial goods, and medical care, among other products. Henkel’s Russian entry strategy includes the following: 1. Conduct market analysis 2. Develop a marketing plan 3. Expand through channel and distribution partnerships 4. Establish partnerships and collaborations

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WeWork Too Much Charisma Too Little Leadership

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In today’s world, we live in an era where every business seeks to innovate, be competitive, and survive. The WeWorks have grown to be one of the fastest-growing companies in the world. As a WeWork, I felt privileged to work for an organization that is passionate, inspiring, and innovative. However, when we launched in the US in 2010, WeWork didn’t have a proven leadership team to guide and nurture it. This lack of strong leadership led to several disaster

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My experiences at WeWork were unique. I had been a successful entrepreneur, but it was not until I worked at WeWork, that I was truly inspired. The CEO’s energy, enthusiasm, and charisma were undeniable. At times I felt it was all-consuming, and it was hard not to feel like I could do more to lead this team. The reality is, there was little in the way of leadership. The leadership, while present, was more like a facilitator who was trying to keep everything running smoothly. The

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WeWork is an office-space provider that specializes in flexible workspaces. Its business model relies on a mix of coworking spaces, co-living apartments, and private offices. WeWork is growing by focusing on the tenant experience (space, services, amenities) and not necessarily on customer retention, unlike traditional office spaces. WeWork has succeeded because it has charismatic leadership that inspires, motivates, and manages the workforce. They were early to understand the millennial workforce and their culture and have adapted to

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Braintrust Blockchain Talent Network

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Returning to Redmond Exploring Equity in Hybrid Work at Microsoft

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After nearly 30 years of managing remote teams at Microsoft, I am now returning to the Redmond campus to lead a companywide effort to accelerate the transition to remote work. We are looking at several approaches to achieving equity in hybrid work. One of the most significant challenges is ensuring that teams with different preferences for remote work are treated fairly. The challenge of equity is not new, but it is one that has been largely ignored. Microsoft has been committed to this goal, and we have already made significant progress. more But we are now starting

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BharatPe Governance Failure in a StartUp

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Open Innovation at Fujitsu A

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I always knew the day would come when my work would become irrelevant. So when the idea of Open Innovation was presented to me, I knew it was for real. As a long time Fujitsu employee I saw the potential that technology could transform into better things and better ways of working. To be honest I wasn’t sure at first how it would be adopted. It’s not so much the technology itself, the hardware and software is fantastic, I love it. What I’m most interested in is how the process of collaboration between different groups of people within the

VRIO Analysis

In 2012, Fujitsu implemented an open innovation system. The main objective was to promote open innovation, and to realize value creation for all stakeholders. The concept of open innovation was introduced by Coca Cola in 1999. Today, it is a fundamental concept in the development of new products, new services, new market opportunities. Open innovation allows the company to cooperate with a broad range of partners, including independent and specialized companies, government agencies, research organizations and universities, students, and

Porters Model Analysis

When Fujitsu embraced Open Innovation as its new corporate philosophy 6 years ago, it was a bold decision to challenge conventional ways of doing business. This change in mindset involved an entirely new corporate culture, that was characterized by trust, openness, and mutual respect. Open Innovation was not just a buzzword for Fujitsu A; it was a practical business solution aimed at enhancing the competitive advantage of the company. At first, it seemed like the only possible way to ensure that Fujitsu