1341 Posts Found

How does a capable strategist choose the best adjacencies strategy for his or her company? I say focus intently on answering this question: What adjacency moves would best enable you to bolster the value proposition of your current business or exploit and scale the distinctive capabilities you already have? Gird yourself to resist the alluring temptation to pursue adjacencies to compensate for slowing growth in … [ Read more ]

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

Whereas making strategy about competitors can be highly destructive, making it about the customer encourages leaders to find ways to win without having to pay the price for their victories. Does this mean that competitors can be safely ignored when it comes to strategy? No. Understanding competitors’ value propositions is one effective way to generate new thinking on how to improve your own value propositions. … [ Read more ]

Content: Quotation | Author: Ken Favaro | Source: strategy+business | Subjects: Customer Related, Strategy

The real question isn’t how well you’re doing today against your own history, but how you’re doing against your competitors.

Content: Quotation | Subjects: Competition, Management

There is no perfect strategic decision. One always has to pay a price. One always has to balance conflicting objectives, conflicting opinions, and conflicting priorities. The best strategic decision is only an approximation – and a risk.

Content: Quotation | Author: Peter F. Drucker | Subject: Strategy

No business can do everything. Even if it has the money, it will never have enough good people. It has to set priorities. The worst thing to do is a little bit of everything. It is better to pick the wrong priority than none at all.

Content: Quotation | Author: Peter F. Drucker | Subjects: Management, Strategy

Ambidexterity—the ability to excel simultaneously in efficiency and innovation—is a rare but increasingly critical capability in today’s complex business environment. There are four distinct approaches to achieving it, and the suitability of each one depends on the diversity and dynamism of the specific company’s environment.

Content: Article | Authors: Filippo Scognamiglio Pasini, James Hollingsworth, Knut Haanæs, Martin Reeves | Source: Boston Consulting Group (BCG) | Subjects: Management, Organizational Behavior, Strategy

Strategic management is not a box of tricks or a bundle of techniques. It is analytical thinking and commitment of resources to action. But quantification alone is not planning. Some of the most important issues in strategic management cannot be quantified at all.

Content: Quotation | Author: Peter F. Drucker | Subjects: Management, Strategy

A firm that continues to employ a previously successful strategy eventually and inevitably falls victim to a competitor.

Content: Quotation | Author: William Cohen | Subjects: Competition, Management, Strategy

I use the analogy of a rocket ship: You can’t get a rocket to the moon just by aiming it. You also have to give yourself the ability to course correct. And when we look around at the landscape of really big successes, very often what we see is that the course correction turned out to be more important than the initial direction.

Content: Quotation | Author: Clay Shirky | Source: McKinsey Quarterly | Subjects: Management, Strategy

Strategic Partnering – remove chance and deliver consistent success – is designed to take the guesswork out and provide you with a ground-breaking and fully encompassing system of rules and processes, to make your partnering strategy a vitally important and transformational reality. Supported by invaluable insights from a wealth of senior leaders across a range of leading global organizations, the book introduces a comprehensive and … [ Read more ]

Content: Book | Authors: Guillaume Bardin, Luc Bardin, Raphaël Bardin | Subject: Strategy

When measures are displayed in isolation of each other rather than with a chain of cause-and-effect linkages, then one cannot analyze how much influencing measures affect influenced measures. This is more than just leading indicators and lagging indicators. Those are timing relationships. A balanced scorecard reports the causal linkages, and its key performance indicators (KPIs) should be derived from a strategy map. Any strategic measurement … [ Read more ]

Content: Quotation | Author: Gary Cokins | Source: Business Finance Magazine | Subjects: Management, Measurement, Strategy

Strategic planning has been under assault for years. But good strategy is more important than ever. What does that mean for the strategist?

Content: Article | Authors: Emma Gibbs, Kurt Strovink, Michael Birshan | Source: McKinsey Quarterly | Subject: Strategy

How do you shape your strategy for the age of the inevitable hack?

Content: Article | Author: Eric McNulty | Source: strategy+business | Subjects: IT / Technology / E-Business, Management, Strategy

Setting a goal is not the main thing. It is deciding how you will go about achieving it and staying with that plan.

Content: Quotation | Source: Business Finance Magazine | Subjects: Achievement, Execution, Goals, Planning, Strategy

A unique gathering of strategists from academia, leading companies, and McKinsey debates the state of the discipline, with an emphasis on opportunities for innovation in a changing world.

Content: Article | Source: McKinsey Quarterly | Subject: Strategy

Creating value in today’s economic environment isn’t easy. Every company has to chart its own course. The companies that succeed are those that understand the opportunities and priorities embedded in their starting position, as defined by the economics of the business and its current valuation in the equity markets.

Content: Article | Source: Boston Consulting Group (BCG) | Subjects: Best Practices, Strategy

In The New, New Thing, Michael Lewis refers to the phrase business model as “a term of art.” And like art itself, it’s one of those things many people feel they can recognize when they see it (especially a particularly clever or terrible one) but can’t quite define. That’s less surprising than it seems because how people define the term really depends on how … [ Read more ]

Content: Article | Author: Andrea Ovans | Source: Harvard Business Review | Subjects: Management, Strategy

The days of innovating in isolation are over. Instead, companies now favor interfirm collaborations such as technology alliances. The question is, how do you maximise innovation while minimising any potential downside?

Content: Article | Author: Hans Frankort | Source: Cass Business School | Subjects: Innovation, Management, Strategy

What does it take to be a digital business, and why should companies try to become one? Citing industry profiles and corporate case studies, Accenture observes that truly digital businesses often excel at generating, as well as meeting, demand; developing profitable new products and customer experiences; and maximizing margins.

Content: Article | Authors: Mark McDonald, Ryan McManus | Source: Accenture | Subjects: IT / Technology / E-Business, Management, Strategy

People are afraid to compete because they prefer to pretend they could have won if they played, than to know that they played and lost.

Content: Quotation | Subjects: Competition, Fear / Doubt, Organizational Behavior, Personal Development, Personality / Behavior