SKU: 65944003723
philodendron bipinnatifidum juvenile

philodendron bipinnatifidum juvenile Philodendron Bipinnatifidum

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Description

philodendron bipinnatifidum juvenile Philodendron BipinnatifidumVery popular species in tropical parks around the world, has a tree like trunk and gigantic leaves! Philodendron bipinnatifidum is a highly decorative species from southern South America. The species grows on trees where the robust aerial roots are used to absorb water and nutrients. A woody stem increases in length as the plant sheds its lower leaves. The leaves are only found in the crown of the plant, giving rise to a smooth, tree like stem. The

Very popular species in tropical parks around the world, has a tree-like trunk and gigantic leaves!

Philodendron bipinnatifidum is a highly decorative species from southern South America. The species grows on trees where the robust aerial roots are used to absorb water and nutrients.

A woody stem increases in length as the plant sheds its lower leaves. The leaves are only found in the crown of the plant, giving rise to a smooth, tree-like stem.

The leaves are simple and large with very deep lobes ('pinna' in the species name means feathers in Latin, which refers to the appearance of the leaves). These large leaves can grow up to 1.5 meters long!

Botanical description

Philodendron bipinnatifidum is often sold as 'Philodendron selloum', which is now a synonym. Both names were scientifically accepted until 1990 when aroid botanist Simon Mayo documented that both "species" were actually a single species with multiple growth forms. Since the name Philodendron bipinnatifidum was published in 1832 and predates Philodendron selloum (1852), the correct name is Philodendron bipinnatifidum .

The species is found in Brazil, Argentina, Bolivia and Paraguay and is a member of the subfamily Meconostigma. Meconostigma species are tree-like due to their apparent "trunk" but they cannot permanently stand on their own. In the wild they climb trees using their powerful aerial roots.

Although many people believe that Meconostigma species do not climb, they actually do and can reach up to 30 meters or higher in the crowns of trees. The thick aerial roots can wrap around small tree trunks like ropes, almost pulling the plant up into the crown.

After a few years, the plant may bloom with a white inflorescence characteristic of the Araceae family. The inflorescence consists of a spatha and spadix and emits a sweet scent that attracts beetles for pollination.

Care

Philodendron bipinnatifidum is an easy houseplant that thrives in bright indirect light. A relatively sunny location is also suitable. Botanical texts often describe the species as sun-loving, and scientists believe that the reason the species climbs in the rainforest is an attempt to get closer to the sun.

The plant likes well-drained soil and it is good to let the soil dry out between waterings. It is drought tolerant but does best when kept evenly moist in well-drained soil, such as our aroid soil .

Philodendron bipinnatifidum naturally grows best in moist, well-drained soil, but it will grow in virtually any soil. As the species is considered "self-supporting", it can support itself and does not require a tree to climb for support, although it will happily do so if given the opportunity.

The plant will not tolerate temperatures below about 10 degrees Celsius before the leaves begin to suffer. In colder climates, all above-ground structure will die back in hard frosts and then re-sprout from the roots the following spring. A very suitable indoor plant that is incredibly easy to care for and also has a very unique appearance. Buy Philodendron bipinnatifidum!

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SKU: 65944003723

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4.2 ★★★★★
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Peter Sorenson
Dallas, US
★★★★★ 5
The Innovator's DNA - Disruptive Research - Disruptive Writing
A Politically Correct Status Quo It is politically correct in management circles to say that you are "results oriented" or that you "drive for results" in your organization. The status quo in business schools is to indoctrinate students in the delivery skills of analyzing, planning, detail-oriented implementing, and disciplined executing. This book and the research upon which it is based disrupts that politically correct status quo. Clayton Christensen has spent close to two decades creating the research, conceptual, and application foundation of the disruptive innovation body of knowledge. He has been working for more than 8 years with Jeff Dyer and Hal Gregersen, both gifted researchers, teachers, and consultants in their own right, on this project. These guys are a disruptive "dream team" of contributors. This book articulates an extension of the disruptive innovation body of knowledge that clearly describes an individual profile of the disruptive innovator and an organizational profile of an organization that makes disruptive innovation happen. So what makes this book disruptive? The first thing is timing. It arrives on the scene at a time when innovation is one of the most critical components of a solution to our global financial and organizational mess. If we are to get out of our morass of debt and sluggish growth and respond to the continually emerging challenges of a burgeoning global society it will ride on the backs and wings of innovation. The status quo must be disrupted for us to survive and thrive! Second is the audacity of the core models. The authors claim that innovation can be learned at both the individual and organizational level. Individuals can increase their ability to discover (Discovery Quotient - DQ) and learn to be more innovative. They cite the four specific behavioral skills of asking questions, engaging in observations, networking with people who have a different point of view, and experimenting to figure out what can work as the common elements of what innovators do. They also identify the cognitive skill of associational thinking, the ability to find connections between ideas that do not seem to be related to each other, as the connection between the behavioral skills and the generation of ideas. They extend their claim that the innovation competency can be learned to the organizational domain by saying that organizations can become more innovative through developing and leading people, designing and implementing processes, and advocating and living by philosophies that support innovation. These two arguments stand in stark contrast to the beliefs and practices of a vast majority of leaders and institutions. (For a diagram of the Model see [...]) 'And all of this is built upon the third source of disruption: research. Their work is based on well-founded research into the "DNA" of the world's leading innovators and the world's most innovative organizations. The authors conducted nearly 100 interviews of world class innovators and their colleagues to get at the heart of what innovators do. They also interviewed and surveyed executives who are not innovators. (Their survey data base has over 5000 respondents in it.) So they have been able to compare and contrast the two populations to more clearly see what it takes to effectively innovate. They have also done research on business results attributable to innovation. Collaborating with HOLT (a division of Credit Suisse) they were able to craft a measurement called the "innovation premium." This measure identifies if an organization's market capitalization can be accounted for by existing cash flows or if there is an innovation influence on the stock price. By using this measure, they have been able to clearly and objectively identify which organizations are benefiting from innovation. Yet to Explore The tension in the balance of influence and power between the leaders with predominantly "Discovery" or "Delivery" mindsets is an area that has yet to be explored. If the premises of this book are sound, and I believe they are, we need to figure out how to manage that tension and balance in order to generate, incubate, and strengthen innovative ideas as we bring them to full fruition in the marketplace. Great ideas that are not delivered upon are simply recreational pursuits that do not build great people, great institutions, and great societies. So there is work yet to do. Invest Your Time and Effort This book makes a significant contribution to both the disruptive innovation body of knowledge and the evolving body of practice on innovating disruptively. It is well worth reading, pondering, and acting upon.
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Reviewed in the United States on August 18, 2011
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Amazon Customer
Louisville, US
★★★★★ 5
Inspiring and well-written
This is a very interesting book written by some Harvard profs. They did a large national survey of innovative businesses and their leaders. The book posits that innovative people follow five skills: associating, questioning, observing, networking, and experimenting. These skills can be found at the individual or organizational level. The idea is that most people have these skills in their DNA and can bring them out with some practice. There are a lot of interesting and inspiring examples like Steve Jobs and Jeff Bezos. Although this book seems like a self-help type book with a lot of hype, it has an academic underpinning. Any organization that is interested in promoting innovation could benefit from encouraging these 5 skills. If you are interested in innovation or creativity in business or any organization that produces something, you will like this book. The books is a little distracting to read because it has sidebars all through it giving interesting examples that break up reading concentration. Aside from that, it is a well-written book that is easy and enjoyable to read. I enjoyed the book greatly and found it to be inspiring.
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Reviewed in the United States on December 5, 2015
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Stephen Collins
Pawtucket, US
★★★★★ 4
Great read and research. But what about daily application for regular people?
The research piece behind this book might be the next thing I read, as I'm intrigued by the academic rigor applied. The reveal and living examples of the five skills - questioning, networking, experimenting, observing and associating - are tangible and approachable given their articulation through well-known and highly visible entrepreneurs running innovative companies. There's much to be gleaned by looking at the way these people behave and, even through simple emulation, enhancing one's own skills. My only real disappointment with the book is its limited approach to practical, daily application for those not yet at the top of the tree. It's rather a different kettle of fish for the innovation-minded, but stuck in bureaucracy, worker who wants to make things better, is still motivated, and hasn't been crushed by the machine. How does that person actively innovate? And, in some cases, get away with it? This book (or an accompanying volume) focussing on daily, in-work, innovation would be useful.
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Reviewed in the United States on May 23, 2013
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Annette
Los Angeles, US
★★★★★ 5
A Favorite Book on Innovation
Format: Hardcover
Very well written and enough stories to help the true content stick. This is a favorite book of mine and has lead to interesting conversations to boot.
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Reviewed in the United States on September 29, 2025
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Kurt Manwaring
Phoenix, US
★★★★★ 5
An exceptional five stars out of five
Few qualities separate inordinately successful entrepreneurs from the rest of the pack than the ability to innovate. Many have debated whether individuals are born with this quality or whether it can be nurtured. In The Innovator's DNA, Jeff Dyer, Hal Gregersen and Clayton Christensen explain that while genetics play a role, innovation is most certainly a skill that can be learned. In particular, the authors introduce and expound upon five "discovery skills" found in the leaders of some of the most innovative companies in the world: (1) associating, (2) questioning, (3) observing, (4) networking and (5) experimenting. Each discovery skill is accompanied by real-world examples and pragmatic exercises that make the book unusually valuable in an age where copious books on change, leadership and innovation overwhelm the already-overwhelmed executive. I give The Innovator's DNA an exceptional five stars out of five. The authors present a very readable book and provide concrete exercises for developing innovative skills. Using the principles provided in the book, I created a folder on my computer that I call my "Innovation Room." I use this to track progress as I work through various exercises and as I take time to ponder about how to apply innovative solutions to extant problems in Utah. This book was and will continue to be useful to me, and is recommended as a must-read for those interested in adding rare innovative attributes to their arsenal of problem-solving and decision-making skills. *NOTE: The preceding text is taken verbatim from my short book review printed in the June 2012 edition of Utah Business.
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Reviewed in the United States on March 22, 2013

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