690 Articles found for 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

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)

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

A beginners’ guide to high-value business models.

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

In The Ends Game, professors Marco Bertini and Oded Koenigsberg explain how companies can help their customers meet goals by rewriting the rules of commerce.

Content: Article | Author: David Lancefield | Source: strategy+business | Subjects: Business Model, Marketing / Sales, Strategy

Make or buy? To answer this classic manufacturing question, leading companies avoid the temptation to “feed the beast.” Instead, they focus on their core competencies and keep their long-term strategies in mind.

Content: Article | Authors: Fidel Tamayo, Patrick Van den Bossche | Source: Kearney | Subjects: Operations, Strategy

The seller’s focus on three key interrelated activities—defining, marketing, and disentangling—can help expedite the transfer of divested assets and increase total deal value.

Content: Article | Authors: Anthony Luu, Jamie Koenig, Steve Miller | Source: McKinsey Quarterly | Subjects: Management, Strategy

Nearly every organization is grappling with huge strategic challenges, often with a need to reimagine its very purpose, identity, strategy, business model, and structure. Most of these efforts to transform will fail. And, in most cases, they will miss the mark not because the new strategy is flawed, but because the organization can’t carry it out.

My experience in working and studying corporate transformations points to … [ Read more ]

Content: Article | Author: Michael Beer | Source: Harvard Business Review | Subjects: Management, Organizational Behavior, Strategy

Improve the odds of a successful business transformation by going “all in” to kick-start performance and remake your portfolio.

Content: Article | Authors: Chris Bradley, Marc de Jong, Wesley Walden | Source: McKinsey Quarterly | Subjects: Best Practices, Management, Strategy

In a difficult environment, leaders need to resist the impulse to adopt a defensive pose. They must instead take actions that will position their organization for success.

Content: Article | Authors: Heather Swanston, Mohamed Kande, Will Jackson-Moore | Source: strategy+business | Subjects: Management, Strategy

What does it take to make a true performance leap? The authors of Strategy Beyond the Hockey Stick explain the key strategic levers their analysis has revealed, and how strongly you have to pull them.

Content: Article | Authors: Chris Bradley, Martin Hirt, Sean Brown, Sven Smit | Source: McKinsey Quarterly | Subjects: Best Practices, Management, Strategy

Many scientists, professors, and researchers have devoted themselves to creating the tools which can be used in analyzing organizations, with the aim of finding the one key resource that will help the company sustain an advantage and therefore stay at the top. There are many frameworks, matrices, tools, sheets, etc. that can be used for achieving this. The VRIO framework is one. Why it is … [ Read more ]

Content: Article | Author: Martin Luenendonk | Source: Cleverism | Subject: Strategy

Organizations that don’t have a profit imperative still need to answer three critical questions.

Content: Article | Author: Ken Favaro | Source: strategy+business | Subjects: Nonprofit, Strategy

New analysis reveals corporate blind spots when it comes to driving growth.

Content: Article | Authors: Abhinav Goel, Kabir Ahuja, Kate Siegel | Source: McKinsey Quarterly | Subjects: Management, Strategy

research revealed seven new strategies that trapped value releasers mastered as part of their Wise Pivot, allowing them to generate sustainable growth today while building capabilities necessary to leverage the momentum into a future where the only certainty is continued disruption:

1. Technology Propelled. Mastering leading-edge technologies that enable business innovation.
2. Hyper Relevant. Knowing how to be—and stay—relevant by sensing and addressing customers’ changing needs.
3. Data

… [ Read more ]

Content: Article | Authors: Larry Downes, Omar Abbosh, Paul F. Nunes | Source: ChangeThis | Subject: Strategy

If your team is debating the right mix of organic growth and acquisitions, don’t start by asking, What’s the right mix of growing organically and by acquisition? Instead, have your team focus on three different questions: How can we stretch the definition of our target customer, add to our value proposition, and commercialize our best capabilities in new ways? You and your colleagues have to … [ Read more ]

Content: Article | Author: Ken Favaro | Source: strategy+business | Subject: Strategy

Viewing strategy choices through four lenses—financial performance, markets, competitive advantage, and operating model—can help companies debias their strategic dialogues and make big, bold changes.

Content: Article | Authors: Blair Warner, Kevin Laczkowski, Werner Rehm | Source: McKinsey Quarterly | Subject: Strategy

What kind of company do you run, and why does it matter? The key to answering this questions is positioning, which is an articulation of your overall business strategy as it relates to the customer in a way that reflects your company culture. I advocate for DNA-based positioning, which defines a company as a customer-centric Mother, a product-focused Mechanic, or a concept-oriented Missionary. That’s it: … [ Read more ]

Content: Article | Author: Andy Cunningham | Source: Chief Executive | Subjects: Management, Organizational Behavior, Strategy