Research Feature

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Sustainability Lessons From the Front Lines

  • Research Feature
  • Read Time: 23 min 

While most executives recognize the need to develop more sustainable business models, putting this goal into practice has been a challenge. Too many initiatives are stymied by a set of common obstacles. By recognizing how executing sustainability initiatives differs from typical change management, corporate leaders can promote more lasting gains in sustainable business development.

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Mastering the Market Intelligence Challenge

  • Research Feature
  • Read Time: 24 min 

A shortage of reliable information is common in emerging markets. Because such markets are heterogeneous, the sources and methods for market intelligence require modification before they can be transferred from one emerging market to another. Market intelligence is thus best viewed and managed as a strategic asset that multinationals should invest in keeping up to date.

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Engaging With Startups in Emerging Markets

  • Research Feature
  • Read Time: 14 min 

For large multinationals, forging effective partnerships with emerging-market startups is complicated. Traits that make startups attractive as partners also make it hard for large companies to engage with them. Looking at startups in India, China, and South Africa, researchers identify key factors inhibiting emerging market partnerships and offer strategies for addressing them.

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Which Features Increase Customer Retention?

  • Research Feature
  • Read Time: 16 min 

Companies have an incentive to design goods and services with customer retention in mind. Unfortunately, they often add expensive features to their offerings without knowing whether or how much they will increase retention — and adding too many features can actually decrease customer satisfaction with products after customers have used them.

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When Employees Don’t ‘Like’ Their Employers on Social Media

  • Research Feature
  • Read Time: 21 min 

When employees are not fans or supporters of the company’s products on social media, it sends an ambiguous message and could deprive the company of potential supporters. Employers can counter this by encouraging their “digital native” employees to become brand ambassadors for the company.

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Why Big Data Isn’t Enough

  • Research Feature
  • Read Time: 13 min 

There is a growing belief that sophisticated algorithms paired with big data will find relationships independent of any preconceived hypotheses. But in businesses that involve scientific research and technological innovation, this approach is misguided and potentially risky, as spurious correlations and “noise” may lead analysts astray.

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The Hard Truth About Business Model Innovation

Attempts at business model innovation have led to both repeated failures as well as seemingly inexplicable successes — and few formulas to help guide business leaders. Yet a study of both failures and successes shows that the journey to successful innovation is predictable, although “travel time” differs by industry and circumstance. The manager’s dilemma is to identify whether the journey is one the company wants — or needs — to take.

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A New Approach to Automating Services

Early adopters of software robots exemplify how companies generate tangible benefits via service innovations in three ways: (1) by developing an approach to service automation supported by top management, (2) by initiating effective processes that deliver value to customers and employees, and (3) by building enterprise-wide skills and capabilities. Managers interested in capturing the benefits of service automation need to pursue all three avenues.

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Harnessing the Best of Globalization

Globalization offers significant opportunities, yet most companies approach key decisions haphazardly. Although the complexity of globalization means managers rarely can fully analyze a global business opportunity before they need to act, the basic tensions in global business models are straightforward. A simple analysis of global ventures along these dimensions can help entrepreneurs develop clearer expectations and decision-making processes.

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Creating Management Processes Built for Change

The business literature is full of references to “agile” processes, but what are they? Agility refers to an organization’s ability to make timely, effective, and sustained changes that maintain superior performance. Agile organizations continuously adjust to changing circumstances by changing product offerings, entering or exiting markets, or building new capabilities. This strategy requires management processes that can support adaptability over time.

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Designing and Developing Analytics-Based Data Products

The combination of new analytical capabilities and burgeoning data assets are being used to form value-added “data products.” Such products have powered rapid growth in the value and success of online companies, but the expansion of analytics means the standard model for developing these products needs to evolve. An updated model needs to reflect new “time to market” expectations and input from a variety of stakeholders.

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How to Manage Alliances Strategically

Companies that lack the resources and knowledge to undertake key strategic growth initiatives often seek partners who can fill in the gaps. The skills that make such alliances work, however, aren’t well understood; executives often make flawed assumptions that prevent the partnership from achieving its goals. An integrative, holistic framework for alliance management helps executives avoid these pitfalls and create value via strategic alliances.

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Achieving Meritocracy in the Workplace

Rewarding employees based on merit can be more difficult than it first appears. Even efforts to reduce bias can backfire; disparities in raises and bonuses by gender, racial, and other characteristics persist in today’s organizations not only despite management’s attempts to reduce them but also because of such efforts. The author describes how a simple analytics-based approach can address these concerns and produce a truly meritocratic workplace.

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Stop Jumping to Solutions!

When presented with complex decisions, many executives turn to the tried-and-true decision matrix, spelling out the pros and cons of various options. One flaw in this method, however, is that executives don’t take the time to thoroughly frame the decision and explore the full scope of options. But the matrix’s real value is when it is also used as a process tool that helps executives expand their set of options and criteria.

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Improving Analytics Capabilities Through Crowdsourcing

Analytics capabilities can greatly expand a company’s ability to innovate — but what do you do when the talent you need just isn’t available? Agribusiness giant Syngenta, faced with an insurmountable analytics talent bottleneck, turned to crowdsourcing. Using a series of contests, it outsourced the development of a set of award-winning analytics tools to improve its decision making — and learned, in the process, some key factors supporting successful crowdsourcing.

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The New Rules For Crisis Management

Digital media have produced an explosion of nontraditional news outlets. When a crisis arises, managers must be aware of media controlled by various stakeholder groups, which may have significant influence on how the crisis evolves. Failure to recognize the power of stakeholder-controlled media has significantly affected the outcomes of past corporate crises. Companies need to know how stakeholders gained this power, how they use it, and what to do about it.

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Finding a Lower-Risk Path to High-Impact Innovations

Pursuing a high-impact innovation strategy can have terrific payoffs — but it’s also extremely risky, and most companies won’t do it. Yet a comparatively less risky, proactive approach that strings together “lily pads” of capability-building investments, technical and conceptual advances, and market explorations into “enabling innovations” can bring companies closer to their goal and provide a long-lasting competitive edge.

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Do You Know What Really Drives Your Business’s Performance?

Although intuitively appealing, strategy maps and models such as the service profit chain have a common pitfall: They encourage managers to embrace general assumptions about the drivers of financial performance that may not stand up to close scrutiny in their own organizations. A more rigorous analytic approach called performance topology mapping may help managers avoid these assumptions, as well as the strategic mistakes they promote.

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What Makes Work Meaningful — Or Meaningless

When employees find their work meaningful, there are myriad benefits for their productivity — and for their employers. Managers who support meaningful work are more likely to attract, retain, and motivate the talent they need to ensure future growth. But can companies ensure this experience for their employees? A groundbreaking study identifies five factors that support meaningful work — and the seven management sins that can destroy it.

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Why Great New Products Fail

Many innovative new products don’t succeed. One common reason: Companies don’t focus on understanding how customers make purchase decisions. But paying attention to how customers search for information about what to buy, and how they make guesses about details they can’t easily find, helps predict whether customers will embrace certain product innovations. Companies need to focus on innovations that customers will easily recognize or find ways to alert them to innovations they may not detect on their own.

Showing 1-20 of 609