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Featured Strategy Articles


Beyond Forecasting: Creating New Strategic Narratives

In turbulent markets, managers can build momentum for innovative strategies by rethinking the past, reconsidering present concerns – and reimagining the future.


The Opportunity Paradox

How can managers best meet the challenge of capturing new growth opportunities?


Finding the Right Corporate Legal Strategy

Companies can adopt one of five legal strategies: avoidance, compliance, prevention, value or transformation.


The Board’s Role in Strategy

How Strategic Is Your Board?

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.


Rethinking Valuation Methods

Companies looking at potential acquisitions always want to avoid bad deals. what's the best way to valuate a company?


Avoiding Lemons in M&A Deals

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?


21st Century Business Models


How to Win With a Multisided Platform Business Model

What does it take to set up a platform where many constituencies can do business?


Strategic Choices in Converging Industries

How can companies protect themselves when industries converge?


The Business Models Investors Prefer

Why have investors been so bullish on companies like Disney? It’s their business models.


What to Do Against Disruptive Business Models (When and How to Play Two Games at Once)

When two business models, and two business units, make sense.

Communicating Your Sustainability Strategy to Investors

Bridging the Sustainability Gap

June 17, 2014 | David A. Lubin and Daniel C. Esty

Most mainstream investors are unconvinced that sustainability leadership translates into profits and marketplace success. Despite rising importance on the corporate agenda, sustainability —as currently understood and measured — interests only a small niche of investors. The authors argue that a “back to basics” approach for measuring sustainability’s direct impact on revenue growth, productivity and risk would provide mainstream investors with the data that’s critical to their decisions.