We’ve learned during this economic crisis that some companies are considered too big to fail. But some might be too big to manage, too. Some companies are simply too complex to be run effectively as they are organized currently. Here’s how executives can get that complexity under control.
By Julian Birkinshaw and Suzanne Heywood
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Finding in-house experts isn’t easy. But most companies make it harder than it should be.
By Dorit Nevo, Izak Benbasat and Yair Wand
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How companies can use time to their competitive advantage
By Paul F. Nunes, Geoffrey Godbey and H. James Wilson
When selling to poor consumers, companies need to begin by doing something basic: They need to create the market
By Erik Simanis
Companies can get there from here, and use a lot less energy than they do now
By Susan L. Golicic, Courtney N. Boerstler and Lisa M. Ellram
The key: Make it easier for them to leave
By Elizabeth Craig, John R. Kimberly and Peter Cheese
When starting new ventures, companies should revisit their assumptions early and often
An interview with Rita Gunther McGrath
Thanks to technology, change has never been so easy—or so cheap
By Erik Brynjolfsson and Michael Schrage
When they aren’t dealing with interruptions, says McGill’s Henry Mintzberg, managers have three basic ways to exert their influence
An interview with Henry Mintzberg
After five years of analyzing innovation strategies at pharmaceutical companies, the authors have uncovered best practices that are relevant to all industries
By Frank T. Rothaermel and Andrew M. Hess
If companies want to cut into sales of counterfeit products, they need to understand why consumers buy them in the first place
By Peggy E. Chaudhry and Stephen A. Stumpf
Eight tips for setting up a network of mentors
By Dawn E. Chandler, Douglas T. Hall and Kathy E. Kram
The time is right for the chief financial officer to be a co-leader
By Philip Tulimieri and Moshe Banai
It isn’t easy operating amid poverty, isolation and lawlessness. But some companies have figured it out
By Jamie Anderson, Martin Kupp and Ronan Moaligou
When companies offer discounts, they often ignore the impact on other products they sell
By John Dawes
When it comes to building online brand communities, do unto yourself as others already do unto you
By Utpal M. Dholakia and Silvia Vianello
The five most common flaws—and how to fix them
By John W. Mullins
More companies should be preparing for an influenza pandemic.
By Amin Mawani
When companies try to come up with new ideas, they too often look only where they always look. That won’t get them anywhere.
By John Bessant, Kathrin Möslein and Bettina von Stamm
Many companies don’t know how to recognize or encourage the kind of customer loyalty that’s worth having.
By Tim Keiningham, Lerzan Aksoy, Alexander Buoye and Luke Williams
How to improve the relationship between the marketing and R&D departments—and increase the chance of coming up with successful new products
By Philip Kotler, Robert C.Wolcott and Suj Chandrasekhar
More manufacturers are branching out into the service business. Here’s how to make the move successfully.
By Stephen W. Brown, Anders Gustafsson and Lars Witell
Despite the recession, companies must do more than just play defense
An interview with Vijay Govindarajan
For companies operating in developing countries, it pays to commit to improving social and environmental conditions
By Lutz Kaufmann , Felix Reimann, Matthias Ehrgott and Johan Rauer
For some companies, a volatile economy is business as usual. What have they learned? No. 1: Take the offensive.
By Martin S. Roth and Richard Ettenson
Financial crisis underscores need to transform our view of risk
An interview with Andrew W. Lo
There’s a new business model in which the customers play an unaccustomed role—as investors.
By Andrea Ordanini
The conventional wisdom is that a company’s costs rise as its environmental impact falls. Think again.
By Alan G. Robinson and Dean M. Schroeder
Why One Top Performer May Not Shine as Brightly as You Hope
By Boris Groysberg, Linda-Eling Lee and Robin Abrahams
Companies in emerging markets often have to take on services usually provided by the government. It isn’t always easy.
By Mike Valente and Andrew Crane
Too many buyers do nothing as their suppliers fail in a recession. There’s a smarter way to act.
By Robert Handfield
Companies have long divided consumers into segments. They should do the same with potential—and current—workers.
By Lara Moroko and Mark D. Uncles
