681 Articles found for subject: Strategy

Business strategy is usually born of a highly rational process, grounded in facts and analysis. Storytelling, often associated with fiction and entertainment, may seem like the antithesis of strategy. But the two are not incompatible. A clever strategy on paper is only the starting point for engaging those who will implement it. Strategies must also be communicated and understood — and they must motivate action. … [ Read more ]

Content: Article | Authors: Madeleine Michael, Martin Reeves, Roeland van Straten, Tim Nolan | Source: Boston Consulting Group (BCG) | Subjects: Organizational Behavior, Storytelling, Strategy

Several trends are creating a new imperative for strong portfolio management of businesses. Companies need six capabilities to build and manage a winning portfolio, using M&A strategically.

Content: Article | Author: Marc Augustin | Source: McKinsey Quarterly | Subjects: Mergers & Acquisitions, Strategy

New ventures often fail—but digital capabilities change the odds. By following a business-building playbook based on your company’s strategic assets, you can accelerate growth dramatically.

Content: Article | Authors: Austin Gispanski, Beth Viner, David Tang-Quan, James Tucker, Jürgen Eckel, Ketil Gjerstad, Sylvain Duranton, Yoichiro Hirai | Source: Boston Consulting Group (BCG) | Subjects: Entrepreneurship, Innovation, Strategy

Experts behind the rules of value-creating growth discuss how leaders can apply these insights to their growth strategies.

Content: Article | Authors: Chris Bradley, Rebecca Doherty | Source: McKinsey Quarterly | Subjects: Best Practices, Management, Strategy

Ten rules should guide how companies select pathways to profitable growth, but each rule’s impact on performance varies considerably.

Content: Article | Authors: Chris Bradley, Jill Zucker, Rebecca Doherty, Tido Röder | Source: McKinsey Quarterly | Subjects: Best Practices, Strategy

The ways leading companies manage time—in production, in new product development and introduction, in sales and distribution—represent the most powerful new sources of competitive advantage.

Editor’s Note: This is a classic HBR article that was assigned reading when I was a student. It has held up pretty well 35 years on.

Content: Article | Author: George Stalk Jr. | Source: Harvard Business Review | Subjects: Operations, Strategy

Driving sustainable, inclusive growth requires the right mindset, strategy, and capabilities. Here are some steps that could help foster successful growth.

Content: Article | Authors: Andre Gaeta, Biljana Cvetanovski, Erik Roth, Greg Kelly, Ishaan Seth, Jill Zucker, Michael Birshan, Rebecca Doherty, Tjark Freundt | Source: McKinsey Quarterly | Subject: Strategy

Today’s more uncertain environment calls for newer, more dynamic approaches to risk management and strategic planning. Successful companies foster a culture of strategic humility, anticipatory preparedness, and a willingness to act to own the future as it unfolds. And they have four critical characteristics:

• They see risk as a two-sided coin with challenge on one side and opportunity on the other.
• They explore the strategic implications of

… [ Read more ]

Content: Article | Authors: Alan Iny, Elton Parker, Jeanne Kwong Bickford, Nick D’Intino | Source: Boston Consulting Group (BCG) | Subjects: Risk Management, Strategy

Three out of every five companies rate their organization as weak on strategy execution. When you dig into the potential barriers to implementation, there is a general lack of understanding of the various factors at play, resulting in the inevitable managerial justifications — “poor leadership,” “inadequate talent,” “lack of process excellence,” etc. This article suggests three key steps to build the right execution system: 1) … [ Read more ]

Content: Article | Authors: Darko Lovric, Tomas Chamorro-Premuzic | Source: Harvard Business Review | Subject: Strategy

Before companies can benefit from collaborations, they must be clear about their role.

Content: Article | Author: Michael G. Jacobides | Source: strategy+business | Subject: Strategy

An organization is nothing more than a living embodiment of a strategy. That means its “organizational hardware” (i.e., structures, processes, technologies, and governance) and its “organizational software” (i.e., values, norms, culture, leadership, and employee skills and aspirations) must be designed exclusively in the service of a specific strategy. Research suggests that only 10% of organizations are successful at aligning their strategy with their organization design. … [ Read more ]

Content: Article | Authors: Jarrod Shappell, Ron Carucci | Source: Harvard Business Review | Subjects: Organizational Behavior, Strategy

Marketplace businesses can be messy, and every gain is hard earned. After all, you’re dealing with an ecosystem of participants — buyers and sellers — that’s constantly in flux, their needs and desires changing over time. Unfolding in both online transactions and offline interactions, marketplaces are organic and dynamic.

Marketplace leaders need to be experts in the dynamics of their platforms. Identify those dynamics in … [ Read more ]

Content: Article | Author: Jonathan Golden | Source: Medium | Subjects: Entrepreneurship, Strategy

This essay presents the findings from a six month marketplace research project. There has been a lot written about online marketplaces and the goal was to test these theories by exploring data from a broader set of companies. The authors started by making a list of every marketplace founded, identifying 4,500 companies in total, then collected public data to classify and compare these companies

Content: Article | Author: Eli Chait | Subject: Strategy

Marketplace businesses… They always seem great on paper, but it’s so insanely hard to solve the chicken or the egg problem. Every founder I meet who’s building a marketplace business basically says the same thing: “It’s so much harder than I thought to build a two-sided marketplace.“ But of course it can be done. There are plenty of examples of success. What I’ve noticed in the … [ Read more ]

Content: Article | Author: Josh Breinlinger | Source: A Crowded Space | Subjects: Business Model, Strategy

Vijay Govindarajan, Ashish Sood, Anup Srivastava, Luminita Enache, and Barry Mishra have found that companies must focus relentlessly on building long-term competencies, even if doing so reduces immediate profits. Nonetheless, it is vital to shift focus when your product or idea becomes unexpectedly successful, so that you can milk that opportunity’s profits before it vanishes in the face of competition and technological progress.

Content: Article | Authors: Anup Srivastava, Ashish Sood, Barry Mishra, Luminita Enache, Vijay Govindarajan | Source: Management and Business Review (MBR) | Subject: Strategy

Three new kinds of capital give companies a new source of leverage and power.

Content: Article | Authors: John Sviokla, Kelly Barnes, Miles Everson | Source: strategy+business | Subject: Strategy

Adopting a blue ocean perspective can allow you to reach beyond your existing industry’s customers.

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

In 1998, BCG published its first Value Creators Report, which ranked the top corporations on the basis of the value they’d created over the previous five years and also attempted to draw out lessons from the winners. Since then, they have expanded their databases, refined their methodologies, and shared their perspectives annually. For the 20th report, they have now reassessed their cumulative experience and distilled … [ Read more ]

Content: Article | Authors: Alexander Roos, Ed Newman, Eric Olsen, Eric Wick, Gerry Hansell, Hady Farag, Jeff Kotzen | Source: Boston Consulting Group (BCG) | Subject: Strategy

Strategy is a competitive game, which always evolves in response to competition. But the magnitude of the changes in the technological, social, and natural environment are such that corporate strategy will need to be qualitatively reinvented again for new circumstances. This article discusses six factors are driving these changes: 1) dynamism, 2) uncertainty, 3) contingency, 4) connectedness, 5) contextuality, and 6) cognition.

Content: Article | Authors: Annelies O’Dea, Martin Reeves | Source: Harvard Business Review | Subject: Strategy

Drawing on the insights gleaned from three years of ecosystem research, BCG offers a step-by-step framework for developing an incumbent company’s ecosystem strategy.

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