1297 Posts found for Source: strategy+business

When growth slowed in Y2K, the computer maker’s leaders realized they needed to redesign their win-at-all-costs culture.

Content: Case Study | Author: Lawrence M. Fisher | Source: strategy+business | Subject: Organizational Behavior | Industry: Personal Computer | Company: Dell

Shoshana Zuboff says organizational and individual fulfillment can be reconciled – and she left Harvard to prove it.

Content: Thought Leader | Source: strategy+business | Subject: Management

The celebrated CEO coach says leaders must learn to confront reality.

Content: Thought Leader | Author: Randall Rothenberg | Source: strategy+business | Subject: Management

Diverse workplaces require emotional maturity, and that means confronting “rankism.”

Content: Article | Author: Art Kleiner | Source: strategy+business | Subject: Organizational Behavior

What happens with fear is that probability doesn’t matter very much. That is, once I have raised the possibility that something terrible can happen to your child, even though the possibility is remote, you may find it very difficult to think of anything else. Emotion becomes dominant. And emotion is dominated primarily by the possibility, by what might happen, and not so much by the … [ Read more ]

Content: Quotation | Source: strategy+business | Subjects: Organizational Behavior, Personality / Behavior

We know a lot about the conditions under which groups work well and work poorly. It’s really clear that groups are superior to individuals in recognizing an answer as correct when it comes up. But when everybody in a group is susceptible to similar biases, groups are inferior to individuals, because groups tend to be more extreme than individuals. One of the major biases in … [ Read more ]

Content: Quotation | Source: strategy+business | Subjects: Organizational Behavior, Risk Management

If I had one wish, it is to see organizations dedicating some effort to study their own decision processes and their own mistakes, and to keep track so as to learn from those mistakes. I think this isn’t happening. I can see a lot of factors acting against the possibility of that happening. But if I had to pick one thing, that would be it. … [ Read more ]

Content: Quotation | Source: strategy+business | Subjects: Decision Making, Management

The Nobel Prize-winning economist parses the roles of emotion, cognition, and perception in the understanding of business risk.

Content: Article | Author: Michael Schrage | Source: strategy+business | Subjects: Organizational Behavior, People

In an uncertain world where competitive advantage is insecure, setting strategy must become an existential exercise.

Editor’s Note: an atypical, but very interesting article…

Content: Article | Author: James Ogilvy | Source: strategy+business | Subjects: Management, Strategy

Because the line between underperformance and crisis is thin, a CEO needs to think like a turnaround artist.

Content: Article | Authors: Jay Alix, Jay Marshall | Source: strategy+business | Subject: Management

Content: Thought Leader | Source: strategy+business | Subject: Management | Industry: Airlines

Just a few years ago, news that a CEO or senior executive was using a coach would have raised eyebrows in the boardroom. Now it is the height of corporate fashion to assign an executive coach to improve leaders’ management performance and/or overcome their personal development deficiencies.

Content: Article | Authors: Des Dearlove, Stuart Crainer | Source: strategy+business | Subjects: Miscellaneous, Personal Development

Strategy involves choices – the choice of what to do, and the choice of what not to do. The Internet increased both the opportunity and the complexity in strategic decision making; mobility promises – and threatens – to intensify both, particularly as industry and application boundaries become more permeable.

Content: Quotation | Source: strategy+business | Subject: Strategy

There’s more to wealth creation than financial value. Think what rainmaking, reputation, and relationships can do for you and your company.

Content: Article | Author: Art Kleiner | Source: strategy+business | Subjects: Career, Organizational Behavior

The game of value capture is no longer won by finding and protecting a defensible position: It’s won by developing a business system that’s quicker and better at using information, and adapting the system as the industry evolves.

Content: Quotation | Source: strategy+business | Subjects: Business Rules, Strategy

A theory is the more impressive the greater the simplicity of its premises, the more different kinds of things it relates, and the more extended its area of applicability.

Content: Quotation | Source: strategy+business | Subjects: Miscellaneous, Thought

The availability of information is perhaps the single most significant contributor to corporate change. As Nobel laureate economist Ronald Coase concluded almost 70 years ago, the boundaries of the firm are defined by its transaction costs. “A firm will tend to expand until the costs of organizing an extra transaction within the firm become equal to the costs of carrying out the same transaction on … [ Read more ]

Content: Quotation | Source: strategy+business | Subjects: Economics, Information

History reveals the dirty little secret of innovation: Its potential remains dormant unless it is coupled with a business system that unleashes its disruptive energy – either by unsettling an existing industry or by creating a new one – and channels that energy into a value-capturing enterprise.

Content: Quotation | Source: strategy+business | Subject: Innovation

We’re not good about thinking about the generation part of wealth creation. Much of what we study is about appropriation, because our typical view is that generation is a one-time event. With most corporations set up for appropriation – capturing the rent – that makes it very difficult if we’re moving into a period where generation will occur over and over.

Content: Quotation | Source: strategy+business | Subjects: Miscellaneous, Strategy

Planning and control processes depress variance in favor of better near-term performance. Performance looks best when variance is limited, but that’s a terrible place to be when things change.

If you’re thinking strategically today, you need some way of keeping uncertainty alive and kicking, of maximizing rather than minimizing variance.

Content: Quotation | Source: strategy+business | Subjects: Planning, Strategy