ponytail palm shoots Ponytail Palm
SKU: 6319087656
ponytail palm shoots

ponytail palm shoots Ponytail Palm

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Description

ponytail palm shoots Ponytail PalmCurly Ponytail Foliage on a Swollen Trunk Ponytail Palm is one of those plants that makes people smile at first glance. A swollen, bulbous base tapers into a slender trunk, crowned with a fountain of long, ribbon like leaves that spill over the sides like a green ponytail. Despite its common name, it isnt a true palm at all, but a caudex forming succulent native to Mexico, which has evolved to store water in its thick base. The look is part desert

Curly “Ponytail” Foliage on a Swollen Trunk

Ponytail Palm is one of those plants that makes people smile at first glance. A swollen, bulbous base tapers into a slender trunk, crowned with a fountain of long, ribbon-like leaves that spill over the sides like a green ponytail. Despite its common name, it isn’t a true palm at all, but a caudex-forming succulent native to Mexico, which has evolved to store water in its thick base. The look is part desert sculpture, part whimsical houseplant, and it fits just as well on a sunny windowsill as it does styled on a plant stand.

Slow, Compact Growth, and Long-Lived

Indoors, Ponytail Palm is slow-growing, which makes it a fantastic long-term companion plant. Young plants have a single trunk and a tight tuft of foliage, while older specimens gradually thicken their base and may branch into multiple heads over time. In containers inside the home, most plants typically top out at around 3–4 feet tall, although very old specimens in large pots can reach 5–6 feet. Because it grows slowly and stays relatively narrow, it’s easy to tuck into corners, tabletops, or grouped displays without worrying that it will outgrow the space overnight.

Bright Light and Infrequent Watering is all it requires

Think of Ponytail Palm as more of a succulent than a palm when it comes to care. It thrives in bright, indirect light and happily basks in a bit of gentle direct sun, especially morning or late-afternoon rays. A bright east or south window is ideal; in lower light, it will survive, but growth slows dramatically, and the trunk may elongate rather than stay stout. Plant it in a very well-draining mix—such as cactus or succulent soil, or potting mix heavily amended with sand and perlite—so that excess water runs through quickly and never lingers around the roots.

Watering is where Ponytail Palm really earns its “set it and forget it” reputation. The caudex stores water, so you’ll want to let the soil dry out completely between waterings, then soak thoroughly and drain well. In most indoor settings, that means watering every 2–4 weeks, less in low light or winter, and a bit more in bright, warm conditions. It prefers typical household temperatures of around 65–80°F and average humidity, shrugging off dry indoor air that would bother more finicky tropicals. Overwatering is just about the only way to truly get into trouble with this plant—if the base ever feels soft or the leaves pull out easily, it’s a sign the roots have stayed wet too long.

Pet-Safe Personality Plant for Home or Office

In the “indoor landscape,” Ponytail Palm is pure personality. Use it as a quirky focal point on a plant shelf, as a sculptural accent on a low stool, or lined up in multiples for a desert-inspired vignette. It pairs beautifully with cacti, snake plants, and other drought-tolerant houseplants, adding a softer, playful texture to an otherwise spiky or architectural grouping. And because it’s considered non-toxic to cats, dogs, and even horses, you can relax a bit if curious paws can’t resist playing with those tempting, dangling leaves.

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SKU: 6319087656

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4.7 ★★★★★
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Peter Sorenson
Belleville, 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
Charlottesville, 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
Bozeman, 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
Dallas, 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
Dallas, 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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