1338 Posts Found

New business insights can come from changing perspectives on the company’s boundaries, resources, and time horizons. We suggest laying out the whole of the supply chain, the cradle to grave of the product life cycle, the adjacent business ecosystem, and all relevant stakeholders. Take a systems perspective to see the full ecosystem and market dynamics at work. Within this expanded business context, understand where issues … [ Read more ]

Content: Quotation | Authors: David Young, Martin Reeves | Source: Boston Consulting Group (BCG) | Subjects: Management, Social Responsibility (ESG), Strategy

The term “business ecosystem” has firmly established itself in the dictionary of management buzzwords. Many managers, fearful of missing out on this trend, feel compelled to come up with their own business ecosystems—or at least to become part of some large emerging ecosystems. But they struggle with the broad scope of the concept, unclear definitions, and the lack of practical advice. This article should help. … [ Read more ]

Content: Article | Authors: Martin Reeves, Maximilian Schüssler, Ulrich Pidun | Source: Boston Consulting Group (BCG) | Subject: Strategy

You can either think “path forward,” or you can think “future backwards.” When you do path forward thinking, you’re trying to get ahead. When you do future backward thinking, you envision what’s going to happen in the future: “That’s where I want to be, and if I have to be there at that time, what do I have to do now to get there?”

Content: Quotation | Author: Ragy Thomas | Source: STERNbusiness (NYU) | Subjects: Management, Strategy

More companies are forging strategic alliances as they seek competitive advantage. Here’s what they must do to build and manage them successfully.

Content: Article | Authors: André Kronimus, Benjamin Gansel, Gözde Yalazı Özbek, Huseyin Batu Yigit, Konrad von Szczepanski, Nikolaus Lang | Source: Boston Consulting Group (BCG) | Subject: Strategy

At their core, strategy maps and scorecards describe causal chains up and down an organization, charting the stages through which final outcomes are achieved. The cause-and-effect linkages start with how the organization’s intangible assets of people, information, and culture, described within the learning and growth perspective, drive improvement in the critical processes that create the value proposition for the organization’s customers. Customer success, in turn, … [ Read more ]

Content: Quotation | Authors: David McMillan, Robert S. Kaplan | Source: Harvard Business Review | Subjects: Management, Strategy

Putting a new strategy into effect is always difficult. Andrew Campbell and Mikel Gutierrez provide a practical solution to designing the necessary changes: the Operating Model Canvas. They describe how they applied it to the merger between Siemens and Gamesa, demonstrating how this framework, along with its supporting tools, can help leaders to design changes in their organization and operations.

Content: Article | Authors: Andrew Campbell, Mikel Gutierrez | Source: Management and Business Review (MBR) | Subjects: Business Model, Business Plans, Business Rules, Management, Strategy | Companies: Gamesa, Siemens

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Wild differences in performance within a market are largely shaped by that market’s dependence on resources.

Content: Article | Author: Phebo Wibbens | Source: INSEAD Knowledge | Subject: Strategy

Trust, we instinctively realize, is a precious quality that binds relationships, and nowhere more so than in business ecosystems. It’s foundational, but also fragile because all the participants in an ecosystem must learn to work with, and rely on, each other, knowing that no external force compels them to do so. Mutual trust, as much as mutual interest, binds business ecosystems.

Yet few business leaders focus … [ Read more ]

Content: Article | Authors: François Candelon, Marcos Aguiar, Niklas Knust, Santino Lacanna, Ulrich Pidun | Source: Boston Consulting Group (BCG) | Subjects: Business Model, Strategy

Four questions to help you rethink industry logic and existing practices to prepare for a powerful comeback.

Content: Article | Authors: Renée Mauborgne, W. Chan Kim | Source: INSEAD Knowledge | Subject: Strategy

It’s time to bring advanced analytics into the strategy room—here’s why.

Content: Article | Authors: Chris Mulligan, Nicholas Northcote, Sasha Vesuvala, Tido Röder | Source: McKinsey Quarterly | Subjects: IT / Technology / E-Business, Strategy

Sixteen years after the launch of Google Talk, Google messaging is still a mess.

Editor’s Note: This is a very long but fascinating look at how one of the world’s most successful companies has completely missed the boat, strategically speaking, over and over again.

Content: Case Study | Author: Ron Amadeo | Source: Ars Technica | Subject: Strategy | Company: Google

We have argued that corporations should Optimize for Both Social and Business Value, using their core businesses to deliver the financial returns expected by their owners and, in tandem, to help society meet its most significant challenges. To do so, we suggest that leaders reimagine corporate strategy by creating new modes of differentiation, embedding societal value into products and services, reimagining business models for sustainability, … [ Read more ]

Content: Article | Authors: David Young, Martin Reeves | Source: Boston Consulting Group (BCG) | Subjects: Business Model, Social Responsibility (ESG), Strategy

BCG identifies six dimensions of environmental and societal impact, all with implications for employees and for external stakeholders, including investors, customers, suppliers, and society.

Content: Article | Authors: David Young, Marine Gerard | Source: Boston Consulting Group (BCG) | Subjects: Business Model, Social Responsibility (ESG)

How can companies assess which business model changes will enable the company to become genuinely more resilient and sustainable over time? We believe our insights from researching Sustainable Business Model Innovation (SBM-I) can help answer that question. Crossing all industries and geographies, our research analyzed more than 100 business models through which companies delivered both business value and environmental and societal benefits. We tested each … [ Read more ]

Content: Article | Authors: David Young, Marine Gerard | Source: Boston Consulting Group (BCG) | Subjects: Business Model, Social Responsibility (ESG)

Every thriving enterprise is propelled by a strong customer value proposition (CVP)—a product, service, or combination thereof that helps customers more effectively, conveniently, or affordably do a job they’ve been trying to do.

Content: Quotation | Author: Mark W. Johnson | Source: ChangeThis | Subjects: Marketing / Sales, Strategy

In our research, we have studied more than 100 cases of companies that are practicing what we call “Sustainable Business Model Innovation” (SBM-I). We have found that the most advanced of these companies, the “front-runners,” combine environmental, societal, and financial priorities to re-imagine their core business models and even shift the boundaries of competition. The core practice for SBM-I is an iterative 4-step innovation cycle. … [ Read more ]

Content: Article | Authors: David Young, Marine Gerard | Source: Boston Consulting Group (BCG) | Subjects: Business Model, Strategy

These are the top 51 strategy frameworks used by worldwide, successful companies to thrive in different aspects of the corporate sector. Each one of them has proven to be a valuable addition in the enormous world of business frameworks to increase professional evaluation and profit margins of an organization.

Content: Online Resource | Author: Brianna Parker | Source: Business Strategy Hub | Subject: Strategy

A beginners’ guide to high-value business models.

Content: Article | Authors: Andrew Shipilov, Francesco Burelli | Source: INSEAD Knowledge | Subject: Business Model

If you manage your household today, you need to figure out your mortgage, your insurance, utilities, and other factors associated with living in that house. In an ecosystem-based economy, you would have one node aggregating all those services for you. That leads to a very different dynamic in how companies compete, depending on whether you are the orchestrator of the ecosystem or a provider to … [ Read more ]

Content: Quotation | Author: Tanguy Catlin | Source: McKinsey Quarterly | Subject: Strategy