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Richard Schmalensee and David S. Evans, interviewed by Martha E. Mangelsdorf
There’s probably never been a better time for platform businesses. But they aren’t easy to launch.
Omar Abbosh et al.
Accelerating compression of both revenues and profits in some businesses can be fatal, and fast.
Martin Reeves et al.
Innovation success is the result of a deliberate search using key information signals.
Even as multinationals struggle to make inroads in emerging markets, companies from those markets are finding ways to compete in Europe and the U.S. A case in point is Huawei, a Chinese telecommunications company, which has used strategic partnerships to gain ground in Europe. Huawei’s overseas expansion closely resembles the strategy the company used to build its position in China: Start at the perimeter and work toward the center.
Companies that overlook their employees as sources of strategic insight may find themselves losing talent — and key ideas.
Toshiro Wakayama and Karen LaPierre
If handled well, conflicting demands in a business can be sources of creativity and opportunity.
Christine M. Pearson
Many executives try to ignore negative emotions in the workplace, but that tactic can be costly.
Any organization intent on surviving and thriving into the future must follow a disciplined approach to “flaring” and “focusing,” as it alternates between broadly imagining and vigorously challenging the possibilities.
Paul J.H. Schoemaker and Philip E. Tetlock
The authors examine how managers can combine a sophisticated understanding of human decision making with technology-enabled insights to make smarter choices in the face of uncertainty and complexity. Integrating the two streams of knowledge is not easy, but once management teams learn how to blend them, the advantages can be substantial.
Richard A. D’Aveni
New digital technologies are changing the rules of competition by expanding the boundaries of what a company can handle and introducing new sources of advantage.
David A. Bray
Faced with rapid global, social, and marketplace changes, companies need effective ways to adapt.
Jacques Bughin and Nicolas van Zeebroeck
Companies with bold strategies in response to digitization will come out as winners.
Accounting scandals led to more independent corporate boards, but this trend has financial costs.
To limit risk, boards should take a tough, honest look at why the C–suite has so little diversity.
Didier Cossin and Estelle Metayer
Strategic thinking by corporate boards is more important than ever for business survival.
Larry Bennigson and Frank S. Leonard
Boards need to monitor not only a company’s risks but also its ability to generate opportunities.
December 5, 2016 | Murali D.R. Chari, Kimberlee Luce, and Inder Thukral
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.