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Didier Cossin and Estelle Metayer
Strategic thinking by corporate boards is more important than ever for business survival.
Martin Mocker et al.
Digital technologies are helping companies finesse trade-offs between complexity’s costs and benefits.
Paul Strebel and Salvatore Cantale
Is your company focused on creating value — or on siphoning it off from others?
September 16, 2014 | Sarah Kaplan and Wanda Orlikowski
In rapidly changing industries, it can be hard for established companies to build momentum for new strategic directions. But by rethinking the past and present and reimagining the future, managers can construct strategic narratives that enable innovation. A new study helps to understand how managers actually make strategy in conditions of considerable uncertainty, and do it in a way that is coherent, plausible and acceptable to most key stakeholders in the organization.
Companies looking at potential acquisitions always want to avoid bad deals. what's the best way to valuate a company?
Han Smit and Dan Lovallo
Deal markets can be “hot” or “cold,” and that can bias executives’ evaluations of potential acquisitions.
Information about intangibles and the opportunity they offer are a valuable part of a company’s portfolio.
Jeffrey J. Reuer
How can companies resolve the two issues of M&As: the acquiring company’s struggle to value the target’s resources and the need for the parties to agree on a price?
What does it take to set up a platform where many constituencies can do business?
Peter Weill et al.
Why have investors been so bullish on companies like Disney? It’s their business models.
The single best question companies should ask themselves is what megatrends are coming around the corner.
Constantinos C. Markides and Daniel Oyon
When two business models, and two business units, make sense.