690 Articles found for subject: Strategy

There are three truths about revenue growth. It’s imperative. It’s perilous. And it’s possible regardless of your industry or starting point. Our latest research on growth confirms these truths. Ultimately, getting growth right entails making smart choices and investing time and money in them. We unearthed insights from successful growers that can help others choose their optimal growth path. Crucially, our analysis revealed that the … [ Read more ]

Content: Article | Authors: Asin Tavakoli, Holger Harreis, Kayvaun Rowshankish, Michael Bogobowicz | Source: Boston Consulting Group (BCG) | Subjects: Best Practices, Management, Strategy

Some changes enabled by the Internet of Things will be incremental, while others will be transformative. Yet the need to capture value remains as acute as ever. The established principles of strategic differentiation, process flow, and network economics will go a long way toward revealing a path to long-term success.

Content: Article | Author: Mark Cotteleer | Source: Deloitte Review | Subjects: IT / Technology / E-Business, Strategy

Strategic concepts come in and out of fashion as the needs and dynamics of the marketplace change. Research and analysis of today’s landscape identifies six key strategic concepts that set outperforming companies apart: Borrow someone’s road, partner with a third party, reveal your strategy, be good, let the competition go, and adopt small scale attacks.

Content: Article | Author: Kaihan Krippendorff | Source: Harvard Business Review | Subject: Strategy

Four top execs reveal their annual planning secrets from Notion, Stripe, Vanta, Linear, Linktree and more. From addressing AI to adjusting org charts, this COO, CFO, CPO & CRO share insights so startups at any stage can build effective, realistic plans.

Content: Article | Authors: Cristina Cordova, Jiaona Zhang, Rama Katkar, Stevie Case | Source: First Round Review | Subjects: Management, Planning, Strategy

Private equity (PE) firms have a proven approach to identify areas for revenue growth, value creation, and cost reduction: due diligence. But companies rarely use this same approach in the execution of their own growth strategy. This is a missed opportunity. The same due diligence skills and tools can be found in most large companies, but they are usually siloed in the corporate development team … [ Read more ]

Content: Article | Authors: Hoyoung Pak, Jason McDannold, Yale Kwon | Source: Harvard Business Review | Subjects: Best Practices, Management, Strategy

The move to a low-carbon economy will create opportunities for innovation and growth. To make the most of them, leaders must understand the challenges they could face along the way.

Content: Article | Author: George Serafeim | Source: strategy+business | Subjects: Social Responsibility (ESG), Strategy

For all the communication around strategy, we know that leaders at many companies don’t provide the necessary context for employees to understand what the words and sentences in a strategy statement actually mean. What can leaders do to help employees understand enough context to understand a strategy? In this article, the authors offer three ideas.

Content: Article | Authors: Andrew MacLennan, Constantinos C. Markides | Source: Harvard Business Review | Subjects: Communication, Organizational Behavior, Strategy

A practical guide for reimagining how your company creates, delivers, and captures value.

Content: Article | Authors: Matthew Duffey, Venky Jayaraman, Veronique Roos-Emonds | Source: strategy+business | Subjects: Business Model, Strategy

It’s hard for companies to significantly beat long-term market TSR, harder still for the largest corporations, and hardest of all in the face of low growth. But industry endowment needn’t be destiny.

Content: Article | Authors: Pedro Catarino, Rosen Kotsev, Tim Koller, Zane Williams | Source: McKinsey Quarterly | Subjects: Best Practices, Management, 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