By Steve Bookbinder, Jeff Goldberg

"Steve and that i wrote this ebook as a result of our inherent wish to percentage the Lazy philosophy with the realm. most folks spend their days operating at jobs and projects they hate, or aren't excellent at. profitable humans have discovered that you're happiest, and best, in case you concentrate on the issues you're strong at and revel in doing. we need each person to move forth and be lazy!" —Jeff Goldberg

"This booklet describes the trail I used, beginning at age 50 to release a winning corporation in the course of the recession, that's why i'm so excited to percentage my event with each person. development a plan that will depend on your persevered laziness instead of reckoning on your abruptly reinventing your self right into a new individual with nice new abilities is likely to paintings for many people... adequately leveraged, laziness permits you play for your largest energy, that is a confirmed approach for success." —Steve Bookbinder

"Leverage is outlined because the energy to behave successfully. Laziness potential now not disposed to paintings. mix the 2 and also you get Leverage Your Laziness, a consultant to get what you will want with the least attempt. Steve and Jeff make witty observation and supply worthwhile instruments to aid rocket you ahead in the direction of your desires. a short learn that's full of worthwhile tricks and humor. hold it in your table for a relentless reminder to paintings shrewdpermanent, now not hard." —Rob Basso, writer of the standard Entrepreneur

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We associate turbulent markets with increasing returns environments (Katz & Shapiro 1985; Eisner 2004). A typical player characteristic for this environment is the prospector organization that embraces change and shows a strong concern for product and market innovation (Miles & Snow 1978). 1 Prospective rapid adaptation strategies In businesses characterized by prospective extemal adaptation strategies, players meet changing conditions with own innovations, but TlUI the risk of overextending their resources.

Porter, M. (2001), "Strategy and the Internet", Harvard Business Review, 79 (2): 63-78. Poulin, J. (1997), Measuring software reuse: Principles, practices, and economic models, Addison WesIey, Reading, USA. Prielo-Diaz, R. (1993), "Status report: Software reusability", IEEE Software, 10 (3): 61-66. Rossignoli, C. (2009), "Tbe contribution of transaction cest thenry and other network-oriented techniques lo digital markets", Information Systems and e-Buslness Management, 7 (I): 57-79. ; Topaloglou, T.

Essential knowledge went to external resources and put A4 in long-term supplier dependencies. A5 had been chosen because the company had ambitious targets and was located in a cultural environment similar to the client's. Sixteen percent of the personnel were IT staff, and the "Buy" decision replaced an outdated system not any more maintained by the vendor. AS delivered technically, and in particular the project managed to migrate the legal master data successfully. However, the TCO (total cost of ownership) quickly exceeded the initial software life cycle plan.

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