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Andy Binns et al.
What does it take to transform an organization before a crisis hits?
Yuval Deutsch and Mike Valente
Does paying outside board members with equity grants lead to less socially responsible behavior?
Julian Birkinshaw et al.
Several organizing principles can help companies sustain both profitability and a sense of purpose.
January 7, 2014 | George Westerman, Didier Bonnet and Andrew McAfee
Companies use emerging technologies to achieve powerful enhancements to their operations. Research finds nine change areas: understanding customer wants and needs, increasing top-line revenues, opening new touch points for customers, automation of operations, knowledge sharing, performance management, digitizing parts of the business, creating new business models and globalization. The key is for executives to have vision, focus and follow-through.
These strategy and innovation articles from the MIT Sloan Management Review archives provide frameworks for various steps in the process of strategy development and execution. For a limited time, complimentary access to these six articles is available to all site visitors.
Paul J. H. Schoemaker
The author presents a framework for developing a company’s strategic vision.
Mohanbir Sawhney et al.
A framework called the “innovation radar” can help companies identify opportunities for innovation.
Christopher B. Bingham et al.
Managers must figure out when it’s best to pursue strategies of position, leverage or opportunity.
Gerry Johnson et al.
This article explores the distinctive traits of companies that successfully transform themselves.
Michael Beer and Russell A. Eisenstat
Many managers avoid confronting six common, silent killers of strategy implementation.
The author discusses how to improve strategy making.
September 12, 2013 | By Michael Boppel, Sven Kunisch, Thomas Keil and Christoph Lechner
CEOs of large companies introduce corporate programs as a way to foster strategic renewal. But whether the goal is boosting profitability, improving business models or establishing new directions for growth, it’s important to match the design of the program with the desired outcomes.
How can companies work best together? From face-to-face interaction to the creative use of knowledge networks, companies are figuring out smart ways to partner with suppliers, acquired companies — and even competitors.
F. Asís Martínez-Jerez
Some innovative companies are attempting to redefine the parameters of strategic partnerships.
Nima Amiryany and Jeanne W. Ross
Successfully integrating a company acquired for its knowledge and experience is a particular challenge.
Mary C. Lacity and Leslie P. Willcocks
Many companies pursue business process outsourcing to trim costs. But it can evolve into much more.
Jason P. Davis
Companies that synchronize new product development efforts can see substantial benefits.
Hans Joehr (Nestlé), interviewed by Nina Kruschwitz
Hans Joehr of Nestlé describes the company’s agricultural “extension services” for rural farmers.
Ulrich Wassmer et al.
Systematizing the analysis process should produce more gain and less pain when forming strategic partnerships.