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The Trouble With Too Much Board Oversight

Olubunmi Faleye et al.

Is board oversight — helpful as it can be — detrimental to innovation?

Optimizing Your Digital Business Model

Peter Weill and Stephanie L. Woerner

If you lack a good digital business model, your customers may leave you behind.

Bringing Opportunity Oversight Onto the Board’s Agenda

Larry Bennigson and Frank S. Leonard

Boards need to monitor not only a company’s risks but also its ability to generate opportunities.

Global Strategy

Building Your Company’s Capabilities Through Global Expansion

October 25, 2012 | Donald Lessard, Rafael Lucea and Luis Vives

New markets and new possibilities for expansion and acquisition make the global competitive landscape more dynamic, creating both threats and opportunities. The task of the global strategist involves not only identifying where to leverage a company’s existing strengths but also how to enhance and renew its capabilities.

The authors argue that the risks of global expansion can be greatly reduced by taking a systematic approach to the decision-making process about entering a new country. They conclude that the experience of many global companies suggests that expensive mistakes are often made when companies don’t ask certain key questions before they make such internationalization decisions. By better understanding the nature of their own competitive advantages and how those advantages might fit into or be augmented by a new market, companies can greatly improve their chances of success. The authors illustrate their argument by drawing on the examples of companies such as CEMEX, Telefonica, Accor, Wal-Mart and IKEA.

The authors propose two tests for the global strategist, one to use when a company is considering replicating a successful strategy in a new country, and the other to use when a company is seeking to acquire a new capability in a new market.

Developing a Winning Strategy

This collection of articles offers insights into the process of improving and updating your strategy.

Which Strategy When?

Christopher B. Bingham et al.

Managers must figure out when it’s best to pursue strategies of position, leverage or opportunity.

The Role of the Chief Strategy Officer

Taman H. Powell and Duncan N. Angwin

A guide to help boards and CEOs decide which type of CSO is ideal for their leadership teams.

Achieving Successful Strategic Transformation

Gerry Johnson et al.

This article explores the distinctive traits of companies that successfully transform themselves.

How to Identify New Business Models

Joseph V. Sinfield et al.

Another method to pursue growth: Use thought experiments to assess new business model possibilities.

Uncommon Sense: How to Turn Distinctive Beliefs Into Action

Jules Goddard et al.

The authors argue that a company’s beliefs are often the most critical source of differentiation.

Dethroning an Established Platform

Fernando F. Suarez and Jacqueline Kirtley

The experiences of Apple’s iPhone and Google’s Gmail offer four keys for entering platform markets.

“By observing market leaders employing archetypal strategies, we found that many assumptions about competitive advantage simply don’t hold.” — Christopher B. Bingham et al.