1338 Posts Found

Once used largely for nonessential, tactical activities, partnering now covers core operations, transforming entire industries.

Content: Article | Authors: Anne Chung, Tim Jackson, Tim Laseter | Source: strategy+business | Subjects: Outsourcing / BPO, Strategy

No product really has to be a commodity. The trick is to know what services your customers want – and to charge more.

Content: Article | Authors: Alok Gupta, John Forsyth, Mike Marn, Sudeep Haldar | Source: McKinsey Quarterly | Subjects: Marketing / Sales, Strategy

For many organizations, innovation is solely associated with “out of the box” thinking where a structured approach is unheard of. However, as more and more businesses realize that formalizing this process will ensure a steady stream of new ideas, a number of procedures and laws are coming into play. We take a look at one legal document that could help protect your innovative strategic alliances. … [ Read more ]

Content: Article | Author: Michael P. Mount | Source: ManagementFirst | Subjects: Legal, Strategy

Offering ideas similar to those presented in Mary Cronin’s Unchained Value, Digital Capital presents the concept of the b-web, a new organizing principle for business that is based on the value created from a web of relationships among companies. The authors offer new and enduring ways of looking at organizational structure and competition.

Content: Book | Authors: Alex Lowy, David Ticoll, Don Tapscott | Subjects: Organizational Behavior, Strategy

Equity markets judge mergers, acquisitions, and alliances quickly-and often harshly. The authors’ study of 2,100 companies shows that the stock market responds sharply to announcements of mergers or alliances, that it favors some types of transactions over others, and that this market response is a good indicator of a deal’s long-term prospects. In volatile, fast-moving industries, such as electronics, software, and the mass media, alliances … [ Read more ]

Content: Article | Authors: David Ernst, Tammy Halevy | Source: McKinsey Quarterly | Subject: Strategy

A company’s decision on where to locate a facility must take more into account than simple labor costs, says Harvard Business School professor Michael E. Porter. The new Cluster Mapping Project, developed at Porter’s Institute for Strategy and Competitiveness, reveals detailed patterns of growth, resources, and competitiveness in forty-one regional clusters in the United States.

Content: Article | Author: Sean Silverthorne | Source: Harvard Business School (HBS) Working Knowledge | Subject: Strategy

Partnerships are nothing more than two companies coming together to leverage each other’s products or services. Before you decide to plunge head first into the next great partnership opportunity, here’s what to look for.

Content: Article | Author: Karin K. Schaff | Source: MarketingProfs | Subjects: Marketing / Sales, Strategy

A first-rate collection of essays from a new MIT Sloan Management Review-sponsored series, commendable for its diversity of subject matter and consistent brilliance. Contributors C.K. Prahalad, Sumantra Ghoshal, Christopher Bartlett, Henry Mintzberg, and other business thought leaders examine the fundamentals of strategy and value creation, strategic flexibility in a volatile world, strategy marketing in uncertain times, and strategies for growth in fast-paced markets.

Content: Book | Authors: Constantinos C. Markides, Michael A. Cusumano | Subject: Strategy

CIOs at established companies can help identify and foster disruptive innovation to ensure future growth in existing and emerging markets.

Content: Article | Authors: Clayton M. Christensen, Jeremy Dann, Mark Johnson | Source: Optimize Magazine | Subjects: Innovation, Strategy

A “virtuous cycle” of self-reinforcing benefits will permit certain companies to redefine-and control-the retail industry. Even so, retailers still have enough time to build cross-border positions and local-market defenses.

Editor’s Note: This article will be of most interest to those in or interested in the retail industry, but some of the discussion has broader value, especially the introduction and use of the strategic-control map tool. … [ Read more ]

Content: Article | Authors: Christiana Smith Shi, Denise Incandela, Kathleen L. McLaughlin | Source: McKinsey Quarterly | Subjects: Industry Specific, Strategy

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It’s not enough to have a competitive advantage. You also need to hold onto it.

Content: Article | Authors: Geoffrey A. Moore, Paul Wiefels | Source: Optimize Magazine | Subjects: Management, Strategy

Created in 1992, the Balanced Scorecard has become an effective tool for managing strategy. Now authors Robert S. Kaplan and David P. Norton propose using it to communicate values and vision to employees and partners. The payoff? Better strategic relationships with partners.

Content: Article | Authors: David P. Norton, Robert S. Kaplan | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Management, Strategy

The Internet: wow, what a great concept! And wouldn’t it be even better if you could access it from your mobile phone? Kouiji Ohboshi, chairman of the Japanese telephone giant, NTT DoCoMo, thought so. But back in the early days of 1999, it seemed that few others agreed. In this story of a contrarian business leader, Professors W. Chan Kim, Renée … [ Read more ]

Content: Case Study | Authors: Ben M. Bensaou, Renée Mauborgne, W. Chan Kim, Yasushi Shiina | Source: INSEAD | Subjects: Industry Specific, Strategy | Industry: Telecommunications | Company: NTT DoCoMo

The best strategy for weatheriing deflation is a constant focus on productivity to drive profitability.

Content: Article | Author: Carl Steidtmann | Source: Optimize Magazine | Subjects: Economics, Strategy

The Institute for Strategy and Competitiveness, led by Michael Porter, studies competition and its implications for company strategy; the competitiveness of nations, regions and cities; and solutions to social problems. Based at Harvard Business School, the Institute is dedicated to extending the research pioneered by Professor Porter and disseminating it to scholars and practitioners.

Editor’s Note: Be sure to check out the Publications, Speeches … [ Read more ]

Content: Online Resource | Author: Michael E. Porter | Source: Harvard Business School (HBS) | Subject: Strategy

Fans of Geoffrey Moore’s Crossing the Chasm and Inside the Tornado will certainly be attracted to The Chasm Companion, a step-by-step manual by longtime Moore associate Paul Wiefels that lays out specific ways to apply his popular tech-oriented business principles in our fast-changing world. But even those who never warmed to the earlier works–which proposed a pragmatic path for successfully navigating the ever-moving environment of … [ Read more ]

Content: Book | Author: Paul Wiefels | Subjects: Management, Strategy

Critics say Microsoft’s incredible two-decade run at the top of the computer industry has less to do with innovation than it does with bully tactics. But new research from Harvard Business School professors Marco Iansiti and Alan MacCormack suggest a different reason: the company’s ability to spot technological trends and exploit key software technologies.

Content: Case Study | Authors: Alan MacCormack, Marco Iansiti, Sean Silverthorne | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Industry Specific, Strategy | Industry: Software | Company: Microsoft

Critics say Microsoft’s incredible two-decade run at the top of the computer industry has less to do with innovation than it does with bully tactics. But new research from Harvard Business School professors Marco Iansiti and Alan MacCormack suggest a different reason: the company’s ability to spot technological trends and exploit key software technologies.

Content: Article | Author: Sean Silverthorne | Source: Harvard Business School (HBS) Working Knowledge | Subject: Strategy

Corporate environmental liabilities in the United States now stand at more than $250 billion. Many remain hidden on balance sheets, only to emerge as surprising and painful charges against earnings. Despite the scale of the problem, most corporations do not manage the environment as an integral part of their everyday activities. This need not be the case. The solutions to risk management issues are multiplying, … [ Read more ]

Content: Article | Authors: Andreas Merkl, Harry Robinson | Source: McKinsey Quarterly | Subjects: Social Responsibility (ESG), Strategy