QFKA

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NYCEDC: An Effective Means to a Worthy End
QFKA
Last modified on December 14, 2015 at 10:27 pm
When Michael R. Bloomberg was sworn in as the 108th Mayor of New York City, he set out not only to revive the city’s economy after the September 11th attack but to transform it in ways not seen in decades. [...]

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On December 14, 2015, QFKA commented on HBS: Creating Human, Intellectual, and Financial Capital :

This is an awesome post! You’re absolutely right, HBS’s operating and business models are highly aligned to accomplish the goal of producing some of the world’s best business managers and ensuring its graduates are well-equipped to be competitive in the marketplace. However, as the institution continues to strive “to educate leaders who are going to make a difference in the world,” what tweaks will HBS have to make to its operating model to be competitive with other providers of post-collegiate education? Will they have to expand beyond traditional pools of applicants? Do they have to broaden the curriculum? Just a few things to consider….

On December 14, 2015, QFKA commented on The recipe to Chipotle’s success :

As a person who ate way too much Chipotle in college than I should have, thanks for posting this. As a Chipotle continues grow, the company will have to continue to maintain its service while achieving scale. There are a few issues that can compromise the quality of their food in that pursuit. For example, sourcing high quality ingredients from suppliers in adequate volume. Also, I believe the Fast Casual segment of the fast food market will continue to grow exponentially. However, I wonder whether this operating model can be implemented successfully when it comes to cuisine outside of traditional fast food offerings (i.e. burgers, burritos, pizza, and etc). If it can be, do you think will the rise of “Chipotle” like restaurants featuring Chinese or Indian food?

On December 14, 2015, QFKA commented on MoMA: a museum that grows with its audience :

I enjoyed reading your post a great deal because MoMA is my favorite museum in NYC. To LL Cool Chea’s point, how will the museum maintain its competitive advantage? As you’ve mentioned, they’ve acquired the space used by the Folk Art Museum to expand their “reach” to a broader audience, with the hope of increasing revenue and net income. However, I wonder as they continue to expand their “reach,” are they risking damaging their brand equity? If so, and they aren’t considered one of the preeminent modern art museums in the world, can they maintain the “curation and education” component of the operating model? Just a few things to consider as they MoMA looks to creating a sustainable financial for itself…