<?xml version="1.0" encoding="UTF-8"?><rss xmlns:dc="http://purl.org/dc/elements/1.1/" xmlns:content="http://purl.org/rss/1.0/modules/content/" xmlns:atom="http://www.w3.org/2005/Atom" version="2.0"><channel><title><![CDATA[Metodo]]></title><description><![CDATA[Stratégiai üzletfejlesztés a gyakorlatban. Antal Gábor üzletfejlesztés és projektmenedzsment. Ne csak beszéljünk róla, tegyük is meg.]]></description><link>https://www.metodo.hu/erdekes-cikkek</link><generator>RSS for Node</generator><lastBuildDate>Sat, 02 May 2026 18:24:24 GMT</lastBuildDate><atom:link href="https://www.metodo.hu/en/blog-feed.xml" rel="self" type="application/rss+xml"/><item><title><![CDATA[Value Based Management: How Companies Create Value Beyond Short-Term Profit]]></title><description><![CDATA[Value Based Management focuses on long-term value creation by aligning strategy, targets, and performance with shareholder value.]]></description><link>https://www.metodo.hu/post/value-based-management-how-companies-create-value-beyond-short-term-profit-1</link><guid isPermaLink="false">69ba856126ab8a3ded90dd22</guid><pubDate>Wed, 18 Mar 2026 10:58:47 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/179ef7_def4425a2bb94f60937a47c3e6238dc5~mv2.jpg/v1/fit/w_512,h_341,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Gábor ANTAL</dc:creator></item><item><title><![CDATA[Value Based Management: How Companies Create Value Beyond Short-Term Profit]]></title><description><![CDATA[Value Based Management focuses on long-term value creation by aligning strategy, targets, and performance with shareholder value.]]></description><link>https://www.metodo.hu/en/post/value-based-management-how-companies-create-value-beyond-short-term-profit</link><guid isPermaLink="false">69ba82459f707efd84e4384f</guid><category><![CDATA[Business Strategy]]></category><category><![CDATA[Value Creation]]></category><category><![CDATA[Corporate Finance]]></category><pubDate>Tue, 03 Mar 2026 23:00:00 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/179ef7_def4425a2bb94f60937a47c3e6238dc5~mv2.jpg/v1/fit/w_512,h_341,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Gábor ANTAL</dc:creator></item><item><title><![CDATA[What Having a “Growth Mindset” Actually Means by Carol Dweck (HBR, January 13, 2016)]]></title><description><![CDATA[Scholars are deeply gratified when their ideas catch on. And they are even more gratified when their ideas make a difference — improving motivation, innovation, or productivity, for example. But popularity has a price: people sometimes distort ideas, and therefore fail to reap their benefits. This has started to happen with my research on “growth” versus “fixed” mindsets among individuals and within organizations. To briefly sum up the findings: Individuals who believe their talents can be...]]></description><link>https://www.metodo.hu/en/post/what-having-a-growth-mindset-actually-means-by-carol-dweck-hbr-january-13-2016</link><guid isPermaLink="false">69a4b5c4db1f2ccaa5627dce</guid><pubDate>Sun, 01 Mar 2026 21:55:22 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/4e6f10f3eb8646828331ac79b22b67ec.jpg/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Gábor ANTAL</dc:creator></item><item><title><![CDATA[The Hard Truth About Innovative Cultures by Gary P. Pisano (HBR: Jan-Feb 2019)]]></title><description><![CDATA[A culture conducive to innovation is not only good for a company’s bottom line. It also is something that both leaders and employees value in their organizations. In seminars at companies across the globe, I have informally surveyed hundreds of managers about whether they want to work in an organization where innovative behaviors are the norm. I cannot think of a single instance when someone has said “No, I don’t.” Who can blame them: Innovative cultures are generally depicted as pretty fun....]]></description><link>https://www.metodo.hu/en/post/the-hard-truth-about-innovative-cultures-by-gary-p-pisano-hbr-jan-feb-2019</link><guid isPermaLink="false">69a4b5acc5f82925fcbe5fa9</guid><pubDate>Sun, 01 Mar 2026 21:54:58 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/813b164e6ecd49b0b09f5f9913d34577.jpg/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Gábor ANTAL</dc:creator></item><item><title><![CDATA[Many Strategies Fail Because They’re Not Actually Strategies by Freek Vermeulen (HBR, Nov 08, 2017)]]></title><description><![CDATA[Many strategy execution processes fail because the firm does not have something worth executing.]]></description><link>https://www.metodo.hu/en/post/many-strategies-fail-because-they-re-not-actually-strategies-by-freek-vermeulen-hbr-nov-08-2017</link><guid isPermaLink="false">69a4b58b7b584190672eec72</guid><pubDate>Sun, 01 Mar 2026 21:54:30 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/6a09dadbfe8e4b2c844d14f0df73cb86.jpg/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Gábor ANTAL</dc:creator></item><item><title><![CDATA[Many Strategies Fail Because They’re Not Actually Strategies by Freek Vermeulen (HBR, Nov 08, 2017)]]></title><description><![CDATA[Many strategy execution processes fail because the firm does not have something worth executing.]]></description><link>https://www.metodo.hu/post/why-consulting-jobs-are-on-the-rise</link><guid isPermaLink="false">699415335795e3b7f8699a0a</guid><pubDate>Mon, 20 Apr 2020 15:57:59 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/6a09dadbfe8e4b2c844d14f0df73cb86.jpg/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Gábor ANTAL</dc:creator></item><item><title><![CDATA[The Hard Truth About Innovative Cultures by Gary P. Pisano (HBR: Jan-Feb 2019)]]></title><description><![CDATA[A culture conducive to innovation is not only good for a company’s bottom line. It also is something that both leaders and employees value in their organizations. In seminars at companies across the globe, I have informally surveyed hundreds of managers about whether they want to work in an organization where innovative behaviors are the norm. I cannot think of a single instance when someone has said “No, I don’t.” Who can blame them: Innovative cultures are generally depicted as pretty fun....]]></description><link>https://www.metodo.hu/post/advice-from-a-nyc-consultant</link><guid isPermaLink="false">699415335795e3b7f8699a0b</guid><pubDate>Mon, 20 Apr 2020 15:57:59 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/813b164e6ecd49b0b09f5f9913d34577.jpg/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Gábor ANTAL</dc:creator></item><item><title><![CDATA[What Having a “Growth Mindset” Actually Means by Carol Dweck (HBR, January 13, 2016)]]></title><description><![CDATA[Scholars are deeply gratified when their ideas catch on. And they are even more gratified when their ideas make a difference — improving motivation, innovation, or productivity, for example. But popularity has a price: people sometimes distort ideas, and therefore fail to reap their benefits. This has started to happen with my research on “growth” versus “fixed” mindsets among individuals and within organizations. To briefly sum up the findings: Individuals who believe their talents can be...]]></description><link>https://www.metodo.hu/post/8-reasons-to-type-up-your-notes-after-a-meeting</link><guid isPermaLink="false">699415335795e3b7f8699a0c</guid><pubDate>Mon, 20 Apr 2020 15:57:59 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/4e6f10f3eb8646828331ac79b22b67ec.jpg/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Gábor ANTAL</dc:creator></item></channel></rss>