Hana Ben-Shabat

Digital technologies have caught fire because they address three core human needs: the need for connection with other humans, the need for self-expression, and the need for exploration. Wrapped up in the seductive ribbon of convenience, there has never been a better formula for consumer engagement. Understanding the human side of the digital revolution will be a key success factor for businesses trying to compete … [ Read more ]

Peter Drucker

The most common source of mistakes in management decisions is the emphasis on finding the right answer rather than the right question.

Johan Aurik, Martin Fabel, Gillis Jonk

There are many excellent concepts, recipes, and frameworks for dealing with an individual, strategically disruptive phenomenon, but no overriding framework to pull it all together. […] Every time a new phenomenon appears, strategy formulation becomes a bit more complex as more factors must be considered simultaneously, further eroding the chance for strategy to step in as a guiding force in the competitive maelstrom. There is … [ Read more ]

Johan Aurik, Martin Fabel, Gillis Jonk

Research shows that motivation works very differently for mechanical tasks versus tasks that require even minimal cognitive efforts. Mechanical tasks can be motivated by money. But this is not true for cognitive tasks where motivating factors include autonomy (having some say about the outcome), mastery (having a sense of personal growth), and purpose (having a sense of meaning). These are all achieved by giving people … [ Read more ]

ERP Myths: Simple Truths that Management Needs to Know

A wealth of knowledge has accumulated about enterprise resource planning systems. However, many myths have also emerged—and little has been done to debunk them. Until now.

Using Analytics to Make Powerful Business Decisions

Big data is a hot topic, but harnessing its full potential can be elusive.

The History of Strategy and Its Future Prospects

From The Art of War to The War for Talent, strategy has been evolving for centuries. What we have learned in the past 2,500 years is highlighted here—not only where strategy began but also why it is on the verge of reclaiming its rightful place in history.

Tone Your Marketing Muscles

Balancing the imbalances in efficiency and effectiveness requires a whole new approach. This article provides a guide to improve marketing productivity and management in the digital age.

The Merger Endgame Revisited

Ambitious companies drive consolidation in their industries—but how? Our Merger Endgame tool sheds light on the best ways to gain long-term growth and reveals strategies for winning the race.

The A.T. Kearney Strategy Chessboard

For the past four decades, we have seen a staggering number of strategic schools of thought and frameworks. The A.T. Kearney Strategy Chessboard helps sift through them to pick the right one for the right situation.

Editor’s Note: one of the better strategy articles I have read in a long time. Highly recommended.

Winning with an IT M&A Playbook

What brings repeated success in mergers and acquisitions? What ensures that IT does not cause a deal to falter? A playbook that makes IT integration faster, better, and future-proof.

M&A Deal Evaluation: Challenging Metrics Myths

In the world of mergers and acquisitions, emphasis is often placed on evaluation metrics that look as if they tell the story, but they can be misleading.

What Shape is Your Curve?

Curves are magnificent things. Think of the Jaguar E-Type, the Sydney Opera House, or a Coca-Cola bottle. Mergers have curves too. Synergy curves. They reveal the measure of attractiveness of the deal, either up front as part of a due diligence exercise or when evaluating the deal’s ultimate success.

The Pivotal Role of Launch Management

While R&D is the origin of much innovation and technical differentiation in product-driven organizations, how a product is launched often determines whether it succeeds or fails.

Building a Capability-Driven IT Organization

Many IT organizations are so busy fixing today’s issues that they have no time to build the capabilities needed for tomorrow—a critical shortcoming when adding value is the goal. To plan actively for the future, IT has to close the gap between the need and ability to deliver.

Demystifying Corporate Culture

While all business leaders seek to create high-performing corporate cultures, few succeed. What do those that succeed have in common? They all understand that the perceptions of the workforce are as significant in shaping behaviors as are the formal mechanisms.