The history of the successful Swedish furniture retailer IKEA illustrates the role that adaptation and experimentation play in the development of an innovative strategy.
A truly strategic decision occurs only at the nexus of three organizational considerations — where it adds value, how it handles and employs imitation and how it defines its perimeter.
Many executives talk about the need for greater flexibility and adaptability from their companies. But the truth is that most businesses have organized themselves in ways that inherently discourage change.
As managers revamp their organizations for closer alignment with customers, one of the biggest challenges is determining how far and fast to go.
Despite its potential, few managers have begun even to scratch the surface of information about intangibles and the opportunity it offers.
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As businesses add more and more products to their portfolios, they face diminishing returns on variety and more costs in bringing their products to market.1 As a result, managers must balance the costs and benefits of variety in determining their product line-ups. Experiences at Hewlett-Packard Co.
Most managers will tend to believe the “facts” that fit their views, even when faced with conflicting information or even outright contradiction.
Online retailers must distinguish themselves in three aspects of a transaction: customer interaction with the Web site, delivery of the product and ability to address problems when they occur
Executives can avert the seemingly inevitable decline of many mature corporations by viewing their organization as a portfolio of business opportunities at various life cycle stages.
The flow of information, ideas and talent across organizational boundaries presents unique opportunities and potential threats.
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Companies have a number of internal and external conflict-resolution resources at their disposal. In addition, they should consider creating the new role of board ombudsman to mediate disagreements.
Effective product returns strategies and programs can result in increased revenues, lower costs, improved profitability and enhanced levels of customer service.
The conventional wisdom in government, academia and much of industry is that companies are choosing to close their costly domestic operations in favor of better prospects and profits in other countries. While it is certainly true that U.S.
The paradigm of brand is worn out. Marketing and strategy must now be about shaping the competitive ecosystem.
A study of Nokia’s venturing program revealed eight important lessons that can help companies benefit from their investments in new ventures.
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An increasing number of U.S. companies are outsourcing information technology and professional service jobs to offshore locations to reduce costs and take advantage of global skills.
William W. Maddux, assistant professor of organizational behavior at INSEAD and Adam D. Galinsky, associate professor of management and organization at Northwestern’s Kellogg School of Management, conducted four studies of students placed in situations requiring creative insights.
Common sense would dictate that a competitor’s breakthrough is bad news for a company. But the company’s investors might think otherwise. Anita M. McGahan, Everett W. Lord Distinguished Faculty Scholar and professor at Boston University’s School of Management, and Brian S. Silverman, J.R.S.