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Shlomo Ben-Hur et al.
Corporate learning programs should focus on the CEO’s strategic agenda rather than how learning is delivered.
David B. Yoffie and Michael A. Cusumano, interviewed by Martha E. Mangelsdorf
How can executives develop their skills as strategists? One way is to learn from the masters.
José F.P. Santos and Peter J. Williamson
Across a broad swath of industries, multinationals are losing ground in emerging markets to local players.
March 16, 2015 | Frédéric Fréry, Xavier Lecocq and Vanessa Warnier
Not every company can be built around exceptional talent or exclusive technology. Instead, companies also can thrive by the innovative use of ordinary resources, such as well-managed staffs and competent websites. As management scholars Sumantra Ghoshal and Christopher Bartlett once wrote: “The key function of management is to help ordinary people produce extraordinary results.” The authors examine how business models leveraging regular resources will take different approaches than those focused on scarce strategic resources.
Paul Strebel and Salvatore Cantale
Is your company focused on creating value — or on siphoning it off from others?
Businesses have the potential to be rule makers as well as players in establishing environmental regulations.
Martha E. Mangelsdorf
In these days of uncertain markets, how do you manage risk prudently – yet still grow your company?
Wei Pan et al.
A computer simulation of high-frequency trading behavior yields new insights into market volatility.
Peter Weill and Stephanie L. Woerner
To prepare for digital disruption, companies need to consider which of four business models to adapt.
MIT Sloan Management Review
A short questionnaire from researchers at MIT Sloan's Center for Information Systems Research helps assess digital risk.
Martin Mocker et al.
Digital technologies are helping companies finesse trade-offs between complexity’s costs and benefits.
Claudia Kubowicz Malhotra and Arvind Malhotra
By tweeting, CEOs have an opportunity to initiate and influence online conversations.
George Westerman et al.
Digital advances create opportunities for companies to redefine nine key areas of their operations.
Gerald C. Kane et al.
Research by MIT SMR shows that effective digital strategy is strongly associated with a company's overall digital maturity.
Andrew W. Lo and Gary P. Pisano
Project-centered governance may be an efficient way to organize innovation in fields such as biotech.
Wolfgang Gruel and Frank Piller
Smart data and mass customization have the potential to radically change the way trips are planned.
Carmelo Cennamo and Juan Santaló
The increasing popularity of platform strategies masks a difficult truth: They are hard to execute well.
September 16, 2014 | Didier Cossin and Estelle Metayer
Strategic thinking at the top of a company is more important than ever for business survival. But boards of directors have no clear model to follow when it comes to developing the strategic role for the companies they oversee. Should they supervise, cocreate or support strategy? A structured assessment of a board’s strategic responsibilities can bring clarity to its role in creating strategy, and boards should be prepared to change their role in strategy if the industry context changes.