1338 Posts Found

This implementation problem is common in many fields. Studying the history of art, for example, does not teach you how to create great art: It just helps you appreciate why it’s great. Your studies may heighten your perception and stoke your enthusiasm to emulate the work of the masters, but you are still a long way from producing a great work. Similarly, the analysis of … [ Read more ]

Content: Quotation | Source: strategy+business | Subjects: Execution, Strategy

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In this shrewdly titled volume for today’s tough economy, global strategy consultants Slywotsky (The Art of Profitability) and Wise analyze companies in mature markets that have managed to achieve significant growth without venturing outside their industry, manipulating their financial statements or acquiring dot-coms. Their chief insight is that established companies with experience in their field have, aside from their core business, a wealth of hidden … [ Read more ]

Content: Book | Authors: Adrian J. Slywotzky, Karl Weber, Richard Wise | Subject: Strategy

Christensen (The Innovator’s Dilemma) analyzes the strategies that allow corporations to successfully grow new businesses and outpace the other players in the marketplace. Christensen’s earlier book examined how focusing on profits can destroy even well-run corporations, while this book focuses on companies expanding by being “disruptors” who are able to outpace their entrenched competition. The authors (Christensen is a professor at Harvard Business School and … [ Read more ]

Content: Book | Authors: Clayton M. Christensen, Michael E. Raynor | Subject: Strategy

Creating value is just the beginning. To make money from innovation, you must drive your industry’s evolution – even before the industry exists.

Content: Article | Authors: Raman Muralidharan, Rhonda Germany | Source: strategy+business | Subjects: Innovation, Strategy

After Michael Treacy finished writing his bestseller, The Discipline of Market Leaders, he continued to track the companies profiled to answer one major question: how do market-leading companies foster growth? In Double-Digit Growth: How Great Companies Achieve It-No Matter What the MIT Management Professor addresses this problem with a five-part portfolio of management disciplines. He offers case studies of well-known and little-known companies that have … [ Read more ]

Content: Book | Author: Michael Treacy | Subject: Strategy

A well-funded R&D program isn’t enough. Corporations must invest in business opportunities outside their four walls to accelerate innovation and growth.

Content: Article | Authors: David Kletter, Gary L. Neilson, Jennifer Hornery, Jill Albrinck | Source: strategy+business | Subjects: Business Development, Strategy

Many of today’s largest companies are at junctures where there is opportunity to leave behind long-held assumptions about scale and market position. High-performance companies achieve their extraordinary success by balancing management’s concentration on gaining scale with a proportional focus on the mastery of distinctive capabilities and the creation of a high-performance anatomy. The scale-driven perspective is not without merit; it is simply incomplete.

Content: Article | Authors: Paul F. Nunes, Tim Breene | Source: Outlook Journal (Accenture) | Subjects: Management, Strategy

Great firms can be undone by disruptors who analyze and exploit an incumbent’s strengths and motivations. From Clayton Christensen’s new book Seeing What’s Next.

Content: Article | Authors: Clayton M. Christensen, Erik A. Roth, Scott D. Anthony | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Innovation, Strategy

Many Western managers are becoming wary of joint ventures. They have learned through costly experience that such alliances – particularly with Asian partners – can become a low-cost route through which new competitors acquire technology and market access. However, with the costs of product and market development escalating, avoiding strategic alliances altogether is not an option many firms can afford. The question for Western firms … [ Read more ]

Content: Article | Authors: C.K. Prahalad, Gary Hamel | Source: Prism (Arthur D. Little) | Subjects: Management, Strategy

The R&D imperative for industry has never been more compelling. Virtually all of industry has felt the impact of increased competition, much of it technically based, as well as the accelerated pace of technological challenge and change. The cumulative R&D expenditures and output of competition grows apace. No single company can grow its R&D investment at a rate commensurate with the sum of the international … [ Read more ]

Content: Article | Author: Philip A. Roussel | Source: Prism (Arthur D. Little) | Subjects: Management, Strategy

This article, written back in 2000 when his book “Living on the Faultline” was being released, offers a good introduction to Moore’s management thinking and theories.

Content: Article | Author: Lawrence M. Fisher | Source: strategy+business | Subjects: People, Strategy

A staggering proportion of enterprise value does not depend on current operations, but rather on expectations concerning growth opportunities-what Accenture calls future value. Much of that future value depends, in turn, not on the resources (assets) that traditional accounting practice handles well-i.e. the monetary and physical assets-but on the resources it hardly handles at all-such as, intangible and intellectual capital. Many of the most successful … [ Read more ]

Content: Article | Authors: Göran Roos, John J. Ballow, Michael J. Molnar, Roland Burgman | Source: Accenture | Subjects: Finance, Strategy

Let me suggest that the military metaphors should be replaced with the language of sports. Despite the desire to win, all sports have a cooperative element as well as a competitive element. One has to agree on the rules of the game, the referees, and what trophies go to the winners. One can want to win, yet remain friends both during and after the game. … [ Read more ]

Content: Quotation | Source: Prism (Arthur D. Little) | Subjects: Competition, Economics

[In the past,] a new product gave the inventor a monopoly power to set higher prices and earn higher profits. The inventor had a new product that others did not have. In contrast, a new process still left the inventor in a competitive business making a competitive product. The inventor’s competitors knew how to make the product, and they could always lower their prices to … [ Read more ]

Content: Quotation | Source: Prism (Arthur D. Little) | Subjects: Competition, Economics

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“Creative destruction” is the term economist Joseph Schumpeter coined to de- scribe the way entrepreneurs create new wealth through innovation that destroys existing market structures used by incumbents to derive competitive advantage. Of course, technological change – like the advent of the Internet – can be the basis for creative destruction. And the term has been much in vogue in recent years as the New … [ Read more ]

Content: Article | Authors: Allan Afuah, Christopher Tucci | Source: STERNbusiness (NYU) | Subjects: IT / Technology / E-Business, Strategy

A large number of execution problems are really direction problems.

Content: Quotation | Source: strategy+business | Subjects: Execution, Strategy

Offshoring is a complex issue that is part of a much larger strategic picture. Companies need to develop a framework for deciding where and how business activities should be located

Content: Article | Authors: Anne Evison, Julian Birkinshaw, Roy Barden, Siri Terjese | Source: European Business Forum (EBF) | Subjects: Outsourcing / BPO, Strategy