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  • BC Metal D James A Erskine Aaron Anticic

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  • Malaysia Airlines Culture Transformation Fermin Diez Michael Bashshur Sin Mei Cheah 2023

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  • Coke and Pepsi From Global to Indian Advertising Seema Gupta 2012

    Coke and Pepsi From Global to Indian Advertising Seema Gupta 2012

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  • Salud Digna Successfully Competing with ForProfit Organizations Allen S Grossman Regina GarciaCuellar

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  • AlpinaH2 Assignment 1 The Vertical Integration Dilemma Nils Plambeck

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  • RetailEye Term Sheet Negotiations in China Viktar Fedaseyeu Yanan Lin

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    On Running: A Retaining Entrepreneurial Spirit During Hypergrowth In my first startup, I had to learn how to run a hypergrowth startup. Running a hypergrowth startup is different than running a startup. In a startup, the founder is responsible for every function from marketing to sales and is the sole point person for all business decisions. In a hypergrowth startup, there are too many people to hold up or hold down the line, with too much data to process and too many resources to allocate. So, as the

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    Through the years, I have been witness to numerous hypergrowth companies. The only thing I can say that they all have one thing in common, the employees who are not ready for the retirement. The pressure of keeping their employees busy during the transition to “quitting” and the fear of losing them for fear of overworking them and their families. The company will never come close to fulfilling its goals if it has employees who are not enthusiastic about their role in the company. They were always in a hurry to leave and that’s why their