Ten Types of Innovation: The Discipline of Building Breakthroughs

For many years, executives equated innovation with the development of new products. But creating new products is only one way to innovate, and on its own, it provides the lowest return on investment and the least competitive advantage.

Initially developed in 1998, the Ten Types of Innovation showed that companies that integrate multiple types of innovation will develop offerings that are more difficult to copy and … [ Read more ]

The People Side of Risk Intelligence

Almost all companies today maintain a dedicated team of professionals to manage talent, and many also employ at least a few full-time professionals to manage risk because both are major agenda items for boards and senior executives. But few organizations systematically encourage their talent and risk managers to work together collaboratively to pursue broader goals, specifically enhancing enterprise value.

We believe talent and risk are intimately … [ Read more ]

The Problem with Pricing

With so much money at stake, it’s hard to understand why so many companies neglect pricing, leave it to the sales force, or rely on lower level analysts instead of moving it onto the CEO’s agenda. If your company’s view of pricing isn’t high-level and cross-functional, we believe it’s wrong.

Our research has consistently shown that pricing has up to four times more impact on profitability … [ Read more ]

Frederick Funston, Stephen Wagner

The idea of holding open a portfolio of strategic options runs counter to conventional strategy-setting approach, in which leaders try to select a single “maximizing” strategy that drives the greatest returns. However, a maximizing strategy is usually highly tailored to current circumstances – and thus, no matter how well it may work in the short term, is apt to fail when circumstances inevitably change. … [ Read more ]

Steve Joiner and Trevear Thomas

The crux of due diligence is the need to mitigate overall transaction risk through the identification , quantification and substantiation of value drivers or value inhibitors, and to recognize the differences, if any, between these and what was the basis of anticipated deal value at the beginning of the process.

For every transaction, one can define a transaction value matrix, which frames the key sources … [ Read more ]

Strategies for Going Public

As the Initial Public Offering (IPO) market gains momentum, more organizations are evaluating the option of becoming a publicly traded company, and the processes associated with an IPO. Going public certainly represents a significant event and major achievement for any company. With all of its rewards, however, an IPO can be complicated, time-consuming, and involve a high degree of risk. The process requires an extraordinary … [ Read more ]

Make ‘Smarter Moves’ to Improve Results and Develop Leaders

To respond to opportunities in global production, research and development, and innovation, as well as to optimize customer sales, service, and growth, companies need to deploy the right people to the right places at the right cost. Along with changing employee expectations, companies also face an increasing need to attract, develop, deploy, and retain employees and leaders who know how to think and operate globally. … [ Read more ]

Leading Through Transition: Perspectives on the People Side of M&A

This collection of articles explores many of the common people-related integration challenges organizations are likely to face during an M&A transaction, and offers recommendations to help executive leadership get it right for Day One and beyond. There are five sections:

Section 1: Due Diligence
Section 2: Integration Management
Section 3: Integration
Section 4: Post-Merger Integration
Section 5: Divestiture

Lock It Up or Set It Free?

Businesses collect mountains of data and spend vast sums storing and protecting them. Yet excess data carry a steep price tag for storage, maintenance, and protection, and incalculable potential costs in terms of liability. Similarly, most companies guard their intellectual property at great expense. Yet many efforts to safeguard intellection property are ineffectual or even counterproductive – depressing the value of that which they hope … [ Read more ]

Deep Talent, Vast Distances: Realizing the full value of global knowledge workers

Company leaders are often quick to acknowledge, even revere, the importance of human capital in their organizations. “Our growth depends on people” and similar sound bites echo through many CEO speeches and litter corporate homepages like the last refrain in a many-versed ballad. Yet, catchphrases and buzzwords offer little clarity when it comes to the ins and outs of building and keeping a workforce.

Getting Pricing Right: The Value of a Multifaceted Approach

Effective pricing and profitability management depend on coordinated efforts within six areas of competency: pricing strategy, pricing execution, organizational management and governance, price analytics and optimization, pricing technology, and tax and regulatory considerations. Each of these areas, as described below, plays an important role in a company’s ability to set and enforce profitable prices.

Risk Intelligent Governance

This publication provides information on the board’s role in risk oversight and includes six areas of focus coupled with action-oriented steps to take, along with questions for management, and tools that may help a board execute on its risk oversight responsibilities.