1297 Posts found for Source: strategy+business

As a rule, large organizations do a poor job of distinguishing between high-profile roles that require a top professional skilled at optimizing a known space (a performer) and roles that require one skilled at redefining or disrupting that space (a producer). If your company is performer-centric, all successful activity looks like performance, and all roles look like performers’ roles. You may be wasting your best … [ Read more ]

Content: Quotation | Authors: John Sviokla, Mitch Cohen | Source: strategy+business | Subjects: Innovation, Management, Organizational Behavior

During the past 40 years, a powerful and practical theory of personal growth and development — one based on the evolution of human systems — has emerged. Known as the “levels of human existence” theory, it states that people grow in fits and starts, alternating long periods of stasis with abrupt expansions of their empathy and capabilities. You can track the growth of individuals this … [ Read more ]

Content: Article | Author: David Hudnut | Source: strategy+business | Subjects: Career, Management, Organizational Behavior, Personal Development

Focusing on targets that leverage one’s capabilities provides the greatest chance of M&A success. This is the main lesson that emerges from Strategy&’s most recent study on the role of capabilities in M&A success.

Content: Article | Authors: J. Neely, Joerg Krings, John Jullens | Source: strategy+business | Subject: Mergers & Acquisitions

Poor human resources. Every 10 years or so, someone calls for it to be destroyed. Obliterated. Or at least drastically reinvented. I have seen the problem. And as I see it, the solution is deceptively simple, far more radical than organizational detonation, and far more sensible: Make HR the chief advocates of humanity in our organizations. Let’s put the human back in human resources. What … [ Read more ]

Content: Article | Author: Eric McNulty | Source: strategy+business | Subject: Human Resources

Many business leaders need to improve their perceptual acuity. Here’s how you can develop the ability to look around corners — and become a catalyst for change.

Content: Article | Author: Ram Charan | Source: strategy+business | Subjects: Management, Personal Development, Strategy

What is a high-potential employee? Most companies have a clear picture of the characteristics that indicate a top performer: intelligence, charisma, verbal skill, and the ability to be both part of a team and lead one. These skills definitely fit the criteria, but too many leaders stop there. They tend to see and promote only one kind of high-potential talent, when in fact they need … [ Read more ]

Content: Article | Authors: John Sviokla, Mitch Cohen | Source: strategy+business | Subjects: Human Resources, Organizational Behavior

When the rate of return of capital [R] exceeds the rate of growth of output and income [G], as it did in the nineteenth century and seems quite likely to do again in the twenty-first, capitalism automatically generates arbitrary and unsustainable inequalities that radically undermine the meritocratic values on which democratic societies are based.

Content: Quotation | Author: Thomas Piketty | Source: strategy+business | Subjects: Capitalism, Economics

Product returns are typically seen as a necessary headache and a cost drain. But companies can use their return policies to enhance customer loyalty and increase profits. Research by J. Andrew Petersen of the University of North Carolina at Chapel Hill and V. Kumar of Georgia State University.

Content: Article | Author: Matt Palmquist | Source: strategy+business | Subject: Customer Related

Notwithstanding all the carefully plotted doctoral dissertations, countless hours of research, and contentious discussions among serious management thinkers, strategy boils down to three fundamental questions: First, how can you differentiate yourself from the competition in the way you create value? Second, what capabilities do you have that are distinct from those of your rivals and essential to your particular way of creating value? Third, what … [ Read more ]

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

Corporate executives often conflate strategy with vision, mission, purpose, plans, or goals. Although these elements may help to focus, inspire, mobilize, and challenge an organization, they are not substitutes for a logical, articulated strategy, and they often lead to helter-skelter corporate development.

Content: Quotation | Author: Ken Favaro | Source: strategy+business | Subjects: Goals, Mission, Strategy, Vision

[…] strategy is the product of executive imagination and judgment, not just logic; the strategy process involves balancing the known, the unknown, and the unknowable. The purpose of strategic analyses, frameworks, and methods is to inspire inventiveness and inform judgment.

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

Developing strategy […] entails navigating the “opportunity landscape.” This methodology has four dimensions, each with two lenses: (1) what you offer, with brand and product lenses; (2) who you serve, with customer and partner lenses; (3) where you go to market, with channel and market lenses; and (4) how you operate, with monetization and process lenses.

Content: Quotation | Authors: Ken Favaro, Mohanbir Sawhney, Sanjay Khosla | Source: strategy+business | Subject: Strategy

Our society is still compartmentalizing “work” and “life,” looking for a way to even the scales, when we should be rethinking the perspective that values time as the ultimate capital. In systems based on such a mind-set, success comes to those who seem to be working the hardest, because they are always accessible. People cling to an outmoded view that work should be done by … [ Read more ]

Content: Thought Leader | Authors: Laura W. Geller, Lotte Bailyn | Source: strategy+business | Subjects: Management, Organizational Behavior

The truth is that the best managers tend to be pretty good leaders and stellar leaders know a thing or two (and usually more) about management. I look at it this way: management is the what and leadership is the why. If you have all what and no why, you wind up with a workforce just going through the motions with no real engagement. … [ Read more ]

Content: Quotation | Author: Eric McNulty | Source: strategy+business | Subjects: Leadership, Management

Productive collaboration isn’t about exchanging cubicle farms or offices for an open-plan setting. Nor is it about adding another layer of tasks or meetings. It’s about pooling resources, forming alliances, and achieving common objectives together. It should fit naturally into employees’ workflow and streamline the process of getting projects to the finish line. If you’re striving to create a more collaborative workplace, follow these 11 … [ Read more ]

Content: Article | Author: Lisa Bodell | Source: strategy+business | Subject: Organizational Behavior

Meetings are the factory floor for knowledge workers.They are where a lot of work gets done—or should get done—these days. Organizations are getting more complex, and making them work requires people to meet. Meetings are also artifacts of the organizational culture. If you change the way you meet, you can begin to change your culture. And meetings are huge engagement opportunities. They are where people … [ Read more ]

Content: Quotation | Authors: Dick Axelrod, Emily Axelrod | Source: strategy+business | Subjects: Management, Organizational Behavior

At the heart of waigaya is a single concept: Paradoxes and disagreements are the essence of continuous improvement. Most companies are afraid of such dualities, but opposing concepts routinely alter the business equation: centralization versus decentralization, worker empowerment versus productivity, multinational control versus indigenous autonomy, disruptive innovation versus cannibalization of existing product lines, and on and on.

Content: Quotation | Author: Jeffrey Rothfeder | Source: strategy+business | Subjects: Management, Organizational Behavior

Neuroscience research shows how new organizational practices can shift ingrained thinking.

Content: Article | Authors: David Rock, Heidi Grant | Source: strategy+business | Subject: Organizational Behavior

As Lynn Sharp Paine noted […] most companies are simply not designed to remember commitments over time—let alone communicate them clearly, hand them off between departments, or adjust them effectively as priorities change.

Content: Quotation | Authors: Elizabeth Doty, Lynn Sharp Paine | Source: strategy+business | Subjects: Commitment, Organizational Behavior

Is this the end of brands? Of course not. Brands still play some important roles that are not likely to go away. And in categories where prestige, status, and emotional links to brands matter a great deal, the rate of change is likely to be slow. So luxury brands are on safer ground. Yet in domains where objective, specification-based quality is important—and can be assessed … [ Read more ]

Content: Quotation | Authors: Emanuel Rosen, Itamar Simonson | Source: strategy+business | Subjects: Brand, Marketing / Sales