1338 Posts Found

When competing in an innovative new market the benefits of an early lead can’t be over-estimated.

Editor’s Note: I have read contradictory research on the value of first-mover advantage. This research in particular revolves around commercial aircraft, a product than in very few ways resembles consumer products so I think it unlikely that any comparisons could be fairly made. Still, interesting…

Content: Article | Authors: Henrich Greve, Marc-David Seidel | Source: INSEAD Knowledge | Subjects: Management, Strategy

The Columbia Business School professor says the era of sustainable competitive advantage is being replaced by an age of flexibility. Are you ready?

Content: Thought Leader | Authors: Rita Gunther McGrath, Theodore Kinni | Source: strategy+business | Subjects: Innovation, Management, Organizational Behavior, Strategy

In their recently published The Three Rules: How Exceptional Companies Think, the authors suggest that such companies all follow the same recipe but use different ingredients, and that they deliver superior levels of performance for longer than anyone has a right to expect. Is persistent, exceptional performance a function of deep moats and thick ramparts, or agility and flexibility in response to competition?

Content: Article | Authors: Michael E. Raynor, Mumtaz Ahmed | Source: Deloitte Review | Subjects: Management, Strategy

Capturing new markets is an excellent way to grow. But if such markets were easy to crack, they would not hold so much potential for profit. By using strategies appropriate for this unique business environment, companies can vastly improve the odds that they will triumph in this uncertain terrain. Readers of this article will learn how to develop and execute five important strategies.

Content: Article | Author: Stephen Wunker | Source: Ivey Business Journal | Subject: Strategy

Increase your likelihood of developing effective strategies through an approach that’s thorough, action-oriented, and comfortable with debate and ambiguity.

Content: Article | Authors: Angus Dawson, Antoine Montard, Chris Bradley | Source: McKinsey Quarterly | Subject: Strategy

Success and profits flow to companies with uniquely valuable market propositions—regardless of their sector.

Content: Article | Authors: Evan Hirsh, Kasturi Rangan | Source: strategy+business | Subjects: Management, Strategy

No plan survives contact with the enemy.

Content: Quotation | Subjects: Planning, Strategy

Ambitious companies drive consolidation in their industries—but how? Our Merger Endgame tool sheds light on the best ways to gain long-term growth and reveals strategies for winning the race.

Content: Article | Source: Kearney | Subjects: Management, Mergers & Acquisitions, Strategy

These tested ideas can help organizations overcome inertia and implement their strategies more effectively.

Content: Article | Authors: Marja Engel, Michael Birshan, Olivier Sibony | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior, Strategy

It is practically a given that a company should have a formal vision statement. Like any leadership tool, it is only effective if it is done right. Research over the past three decades has consistently demonstrated that a vision statement can improve organizational performance as well as individual follower performance, but only if the vision contains certain characteristics.

Content: Article | Author: Shelley Kirkpatrick | Source: CEO Refresher | Subjects: Leadership, Management, Organizational Behavior, Strategy

A systematic scan of the economic-profit performance of nearly 3,000 global companies yields fresh insight about where and how to compete.

Content: Article | Authors: Angus Dawson, Chris Bradley, Sven Smit | Source: McKinsey Quarterly | Subjects: Management, Strategy

Paradoxically, the enduring competitive advantages in a global economy lie increasingly in local things—knowledge, relationships, and motivation that distant rivals cannot match.

Content: Quotation | Author: Michael E. Porter | Source: strategy+business | Subjects: Competition, International, Management, Strategy

Change management expert John Kotter argues that companies cannot adapt to change mainly because of their hierarchical management systems. These systems are designed to coordinate large groups of people in the consistent and efficient delivery of products and services—and they do it well. They are, Kotter says, “absolutely necessary to make organizations work.” Here’s the conundrum: You can’t jettison the hierarchical system that runs your … [ Read more ]

Content: Article | Authors: John P. Kotter, Rita Gunther McGrath, Theodore Kinni | Source: strategy+business | Subjects: Management, Strategy

For the past four decades, we have seen a staggering number of strategic schools of thought and frameworks. The A.T. Kearney Strategy Chessboard helps sift through them to pick the right one for the right situation.

Editor’s Note: one of the better strategy articles I have read in a long time. Highly recommended.

Content: Article | Authors: Michael Broquist, Thomas Kratzert | Source: Kearney | Subject: Strategy

Treating M&A as a strategic capability can give companies an edge that their peers will struggle to replicate.

Content: Article | Authors: Andy West, Cristina Ferrer, Robert Uhlaner | Source: McKinsey Quarterly | Subjects: Mergers & Acquisitions, Strategy

A brilliant strategy will not produce its intended results if it is not translated into operational terms that define new ways of working. It is one thing to declare important strategic objectives. But to achieve these objectives, managers must link strategy to operations; that is, they must identify the specific work processes and actions needed to reach the strategic objectives the company has defined. Only … [ Read more ]

Content: Article | Author: Randall H. Russell | Source: Business Finance Magazine | Subjects: Management, Operations, Strategy

In the 20 or so years that I have worked as a consultant I have seen employers craft robust strategies only to see them fail because they did not anticipate the most obvious pitfalls. Here is my top ten derived from over 100 interviews with CEOs globally.

Content: Article | Author: Chris Outram | Source: INSEAD Knowledge | Subjects: Management, Strategy

The creators of the Balanced Scorecard recently defined a holistic model for corporate management, from developing an appropriate strategy to ensuring that activities within operational functions are adequately supporting that strategy. Here are the basics of their model.

Content: Article | Author: Andrew Pateman | Source: Business Finance Magazine | Subjects: Management, Strategy

Companies that link complementary partners, like dating sites or online auctions, can dominate for years or be swept away in an instant.

Content: Article | Author: Dylan Minor | Source: strategy+business | Subject: Business Model

Many companies use business games such as wargaming to help them react quickly to changing conditions. But traditional wargaming has major flaws that cripple its value. A new hybrid of wargaming and scenario planning could help organizations plan for a wide range of uncertainties and adopt a flexible competitive strategy.

Content: Article | Authors: Benjamin W. Rhee, David Williams | Source: Accenture | Subjects: Management, Strategy