Page Not Found

Try searching for the page you're looking for:

Featured Strategy Articles

57420-Shih-Kodak-1200

The Real Lessons From Kodak’s Decline

The key lessons from Kodak’s failure to adapt to digital disruption aren’t what you think they are.

57404-Lopez-Berzosa-Patent-Technology-Consortia-1200

Navigating the Patent Minefield Through Consortia

Tech consortia help reduce patent risk, but managers must weigh the pros and cons for innovation.

Orozco-Lawsourcing-Corporate-Law-Social-Media-1200

Using Social Media in Business Disputes

“Lawsourcing” campaigns are helping smaller organizations advance legal and public relations goals.

advertisement

Digging Into Our 2016 Data and Analytics Findings

Foundations of Analytics Strategy

April 20, 2016 | Sam Ransbotham, David Kiron, and Pamela Kirk Prentice

Competitive advantage from analytics is declining, according to the 2016 annual report about data and analytics by MIT Sloan Management Review. In this on-demand webinar, the authors of the report — Sam Ransbotham, an associate professor in information systems at Boston College and guest editor at MIT SMR; David Kiron, the executive editor of MIT SMR’s Big Ideas Initiative; and Pamela Kirk Prentice, the chief research officer at SAS Institute Inc. — discuss how analytically-sophisticated companies are managing to cultivate both innovation and competitive advantage with analytics.

New Perspectives on Strategy

Open access brought to you by CBSEE-stacked1

How can a business leader make the most impact on an organization? Open access to these three MIT Sloan Management Review articles about navigating strategic decisions in today’s digital world is provided courtesy of Columbia Business School Executive Education.

Gans-Keep-Calm-And-Manage-Disruption-Crown-1200
Austin-Martha-Payne-School-Lunch-Blog-Human-Rights-1200
weill-1200
advertisement

Managing Financial Risk

UBS Reports Writedowns of 18.5 Billion GBP

Is Your Company Addicted to Value Extraction?

Is your company focused on creating value — or on siphoning it off from others?

King-1200

Why It Pays to Become a Rule Maker

Businesses have the potential to be rule makers as well as players in establishing environmental regulations.

99-percent-500

Gaining a New Understanding of Risk

In these days of uncertain markets, how do you manage risk prudently – yet still grow your company?

pan-1000

Can High-Frequency Trading Drive the Stock Market Off a Cliff?

A computer simulation of high-frequency trading behavior yields new insights into market volatility.

advertisement

Embracing a Digital World

John-Hagel-1200

The Dark Side of the Digital Revolution

Digital technology is changing modern business — and many executives are waiting too long to embrace those changes.

TechSavvy-20160428-Fintech-Finance-Technology-1200
Mocker-1000
DL-Kane-Future-Strategic-Digital-Planning-1200
Darby-Digital-Doctor-Healthcare-1200
kane-auto-swatches-customization-1200

Changing Your Business Model

Managing Tensions Between New and Existing Business Models

May 13, 2016 | Kristian J. Sund, Marcel Bogers, J. Andrei Villarroel, and Nicolai J. Foss

Exploring new business models may be a good way to stay competitive, but doing so can create tensions internally, in areas such as organizational structure and competition for resources. Companies exploring business model innovation may not recognize the inevitability of these tensions and thus be poorly prepared to manage them. But understanding these issues may lessen some of the organizational challenges associated with business model innovation.

Business Model Innovation

Halamka-1200
Gruel-Bridj-1200
Photo of LiquidSpace’s Jay Suites rental in New York City
advertisement

A New Focus on the CEO Agenda

Aligning Corporate Learning With Strategy

September 1, 2015 | Shlomo Ben-Hur, Bernard Jaworski, and David Gray

Too many corporate learning and development programs focus on the wrong things. “The word ‘learning,’ which has largely replaced ‘training’ in the corporate lexicon, suggests ‘knowledge for its own sake,’” write the authors. “However, to justify its existence, corporate learning needs to serve the organization’s stated goals.” Understanding the strategic agenda of the CEO should be a top focus of learning leaders, who can then developing an agenda that is reflective of the CEO’s priorities.