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- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
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- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
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- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
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Business Talent Group: Growing the Market for Independent Business Talent
內容大綱
In 2007, Jody Greenstone Miller founded Business Talent Group (BTG), a company that connected top independent professionals, including consultants and executives, with global companies for project-based work at a lower cost and with more precision than traditional consulting. From BTG's inception, Miller and cofounder Amelia Warren Tyagi believed that the way people work - and the way companies use talent - was changing for several reasons. High-end business professionals were growing weary of the commonly accepted notion that in order to succeed in one's career, it was necessary to work 60 to 80 hours per week. In addition, the increasing scope and complexity of business around the globe meant that firms were competing across multiple industries and geographies, with products and services launching at a faster pace than ever before. As such, companies demanded human capital with targeted skills and knowledge, as well as workers who could take on specific, time-sensitive projects. Moreover, improvements in technology, including the widespread use of e-mail, smartphones, cloud computing, and video conferencing, allowed individuals to work effectively from almost anywhere in the world. Given these trends, BTG's mission was "to bring together the world's top companies and independent professionals to enhance business performance and improve people's lives." Although BTG encountered some early resistance from companies that were skeptical about the idea - and quality - of independent talent, it did not take long for the BTG model to gain traction. Companies were increasingly convinced of the value proposition associated with utilizing high-end, independent business talent, and the market for independent professionals grew rapidly. Not surprisingly, this growth attracted an influx of new competition. "Business Talent Group: Growing the Market for Independent Business Talent" explores the challenges BTG faced as it pioneered the market for high-end business talent in