023-Leading-your-team-500

Spring 1999
Volume 40, Issue # 3

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011-Strategy-500

A Dynamic View of Strategy

  • Research Feature
  • Read Time: 25 min 

Strategic failure usually comes from an inability to make clear choices on which customers to target, what products to offer, and how to improve efficiency. Incumbents routinely bow to upstarts that innovate in those areas. The author shows established companies how to prepare for and counter such disruption with a dynamic process of continual strategic renewal.

012-Strategy-500

Strategy as Options on the Future

  • Research Feature
  • Read Time: 27 min 

Traditional strategic planning draws from forecasts of parameters like market growth, prices, exchange rates, and input costs that managers are unable to predict five or 10 years in advance with any accuracy. The author discusses a strategy that embodies a coherent portfolio of options, sketches a process managers can use to develop this kind of strategy, and explains how planning and management opportunism can reinforce each other.

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011-Leading-your-team-500

Strategy as Strategic Decision Making

  • Research Feature
  • Read Time: 25 min 

Successful strategy emerges from a decision process in which executives develop collective intuition, accelerate constructive conflict, maintain decision pacing and avoid politics. As well, in rapidly changing markets, decisions that change a company’s direction arise much more often.

023-Leading-your-team-500

A New Manifesto for Management

  • Research Feature
  • Read Time: 36 min 

The corporation has emerged as perhaps the most powerful social and economic institution of modern society. Yet, corporations and their managers suffer from a profound social ambivalence. Believing this to be symptomatic of the unrealistically pessimistic assumptions that underlie current management doctrine, Ghoshal et al. encourage managers to replace the narrow economic assumptions of the past.

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014-Strategy-500

Reflecting on the Strategy Process

  • Research Feature
  • Read Time: 20 min 

Some of the greatest failings of strategic management, the authors say, occur when managers take one point of view too seriously. Ideas and practices that originate from collaborative contacts between organizations, from competition and confrontation, from recasting of the old, and from the sheer creativity of managers are driving the evolution of strategic management today.

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Surfing the Edge of Chaos

  • Research Feature
  • Read Time: 38 min 

Every decade or two, a big idea in management thinking takes hold and becomes widely accepted. The next big idea must enable businesses to improve the hit rate of strategic initiatives and attain the level of renewal necessary for successful execution. Scientific research on complex adaptive systems has identified principles that apply to living things, from amoebae to organizations. Four principles relevant to strategic work at Royal Dutch/Shell are outlined.