1338 Posts Found

If your organizational culture has these five characteristics, all attempts to implement strategic change will likely be doomed.

Content: Article | Author: Quy N. Huy | Source: INSEAD Knowledge | Subjects: Change Management, Management, Organizational Behavior, Strategy

Bottom Line: When firms want to shed a subsidiary, they must decide whether to spin off or sell the business. New research shows that selling, rather than spinning, may be the more profitable option.

Content: Article | Author: Matt Palmquist | Source: strategy+business | Subject: Strategy

A business model is a description of how your business runs, but a competitive strategy explains how you will do better than your rivals. That could be by offering a better business model — but it can also be by offering the same business model to a different market.

Content: Quotation | Authors: Andrea Ovans, Joan Magretta | Source: Harvard Business Review | Subject: Strategy

Peter Drucker said that “to defend yesterday is a larger risk than to create tomorrow.” Concentrating for too long on what was at the expense of what will be has been the formula for failure for many CEOs.

Content: Quotation | Author: Robert M. Donnelly | Source: Chief Executive | Subjects: Future, Leadership, Management, Planning, Strategy

n this opinion piece, Peter Cohan, a lecturer at Babson College, argues that companies looking for fast growth can find it “along five dimensions, ranging from the most basic to the most challenging.” Since 1994, Cohan’s management consulting and venture capital firm has conducted more than 150 growth strategy projects for global companies. He has invested in seven startups, three of which were sold for … [ Read more ]

Content: Article | Author: Peter Cohan | Source: Knowledge@Wharton | Subjects: Management, Strategy

McKinsey’s former managing director Ian Davis explores the phenomenon of long-lived companies and the values and practices they share.

Content: Article | Author: Ian Davis | Source: McKinsey Quarterly | Subjects: Management, Strategy

If you want to build a successful, sustainable business, don’t ask yourself what could change in the next ten years that could affect your company. Instead, ask yourself what won’t change, and then put all your energy and effort into those things.

Content: Quotation | Author: Jeff Bezos | Source: Chief Executive | Subjects: Management, Strategy

The founder of McKinsey’s Strategy Practice, a London Business School professor, and a chief strategist turned professor describe pain points and possibilities for strategists on the leading edge.

Content: Article | Authors: Dan Simpson, Frederick W. Gluck, Michael G. Jacobides | Source: McKinsey Quarterly | Subject: Strategy

Many business leaders need to improve their perceptual acuity. Here’s how you can develop the ability to look around corners — and become a catalyst for change.

Content: Article | Author: Ram Charan | Source: strategy+business | Subjects: Management, Personal Development, Strategy

There are many excellent concepts, recipes, and frameworks for dealing with an individual, strategically disruptive phenomenon, but no overriding framework to pull it all together. […] Every time a new phenomenon appears, strategy formulation becomes a bit more complex as more factors must be considered simultaneously, further eroding the chance for strategy to step in as a guiding force in the competitive maelstrom. There is … [ Read more ]

Content: Quotation | Authors: Gillis Jonk, Johan Aurik, Martin Fabel | Source: Kearney | Subject: Strategy

Say you are competing in a fast-growing industry. How much do you care about profits versus market share? It’s a common rule of thumb that businesses should go for market share in fast-growing in­dustries. It’s conventional wisdom, though, not a law of physics; you don’t have to go for share.

Content: Article | Author: Mark Chussil | Source: Harvard Business Review | Subject: Strategy

Corporate executives often conflate strategy with vision, mission, purpose, plans, or goals. Although these elements may help to focus, inspire, mobilize, and challenge an organization, they are not substitutes for a logical, articulated strategy, and they often lead to helter-skelter corporate development.

Content: Quotation | Author: Ken Favaro | Source: strategy+business | Subjects: Goals, Mission, Strategy, Vision

[…] strategy is the product of executive imagination and judgment, not just logic; the strategy process involves balancing the known, the unknown, and the unknowable. The purpose of strategic analyses, frameworks, and methods is to inspire inventiveness and inform judgment.

Content: Quotation | Author: Ken Favaro | Source: strategy+business | Subject: Strategy

Developing strategy […] entails navigating the “opportunity landscape.” This methodology has four dimensions, each with two lenses: (1) what you offer, with brand and product lenses; (2) who you serve, with customer and partner lenses; (3) where you go to market, with channel and market lenses; and (4) how you operate, with monetization and process lenses.

Content: Quotation | Authors: Ken Favaro, Mohanbir Sawhney, Sanjay Khosla | Source: strategy+business | Subject: Strategy

Notwithstanding all the carefully plotted doctoral dissertations, countless hours of research, and contentious discussions among serious management thinkers, strategy boils down to three fundamental questions: First, how can you differentiate yourself from the competition in the way you create value? Second, what capabilities do you have that are distinct from those of your rivals and essential to your particular way of creating value? Third, what … [ Read more ]

Content: Quotation | Author: Ken Favaro | Source: strategy+business | Subject: Strategy

Traditionally, the discipline of strategy has emphasized a deep understanding of market economics and potential disruptors, the evolution of demand and value expectations, the competencies of the organization, and the role of talent and performance management. Long-dominant frameworks like the Five Forces or SWOT analysis have been based, accordingly, on a fundamental, often static or relatively long-duration, set of market and firm characteristics.

Today, though, many … [ Read more ]

Content: Quotation | Source: Harvard Business Review | Subject: Strategy

usiness environments have become so diverse that companies today need different approaches to strategy in different circumstances, says Martin Reeves, senior partner and managing director of BCG’s Bruce Henderson Institute for strategy, and author of the recently released book, Your Strategy Needs a Strategy. Large companies in particular should deploy separate strategies for different parts of business, and when they do so, research shows they … [ Read more ]

Content: Multimedia Content | Author: Martin Reeves | Source: Knowledge@Wharton | Subject: Strategy

“Market-oriented” firms are better able to innovate consistently, but getting there requires complex and demanding organizational change.

Content: Article | Author: Hubert Gatignon | Source: INSEAD Knowledge | Subjects: Innovation, Management, Organizational Behavior, Strategy

If you are in charge of an organization, force yourself to have regular and long stretches of uninterrupted time just to think things through. When you do so – and you should – here are five guiding questions that could help you reflect on the big picture.

Content: Article | Author: Freek Vermeulen | Source: Harvard Business Review | Subject: Strategy

Strategic behavior is the process of formulating and expressing strategic choices. Systemic strategic behavior is behavior that expresses strategic choices that are congruent with structural business conditions. It rests on two fundamental, turbulence-prone forces: the capital resource base, and the competency profile of the organization. Capital resource base is a configuration of corporate capital resources, i.e., tangible … [ Read more ]

Content: Quotation | Author: M.S.S. el Namaki | Source: Ivey Business Journal | Subject: Strategy