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Frédéric Fréry et al.
Not every company needs to be built around a strong brand, exceptional talent or exclusive technology.
Benn Konsynski (Emory University), interviewed by Gerald C. Kane
Companies and individuals will need to embrace impermanence and continual reconfiguring in “the remix era.”
Peter C. Bell
Companies that are experienced in using analytics successfully offer five lessons for corporate leaders.
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.
To turn strategic thinking into successful action means developing ways to push new ideas, beliefs, and visions forward. Open access to this group of MIT Sloan Management Review articles on strategic thinking and execution is provided courtesy of the Strategic Thinking Institute.
Gerry Johnson et al.
This article explores the distinctive traits of companies that successfully transform themselves.
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.
Mining the middle ground between wholesale change and pilot projects can improve your organization.
Didier Cossin and Estelle Metayer
Strategic thinking by corporate boards is more important than ever for business survival.
By Fredrik Hacklin et al.
How can companies protect themselves when industries converge?
Christopher B. Bingham et al.
How can managers best meet the challenge of capturing new growth opportunities?
December 16, 2014 | Kurt Matzler, Viktoria Veider and Wolfgang Kathan
Instead of buying and owning products, consumers are increasingly interested in leasing and sharing them. New strategies can help companies embrace this “collaborative consumption.” For instance, Ikea and Patagonia have found that helping people resell or give away products both enhances the companies' reputations and helps customers create space in their homes for new Ikea and Patagonia items. Companies have also found value in embracing opportunities to share existing assets and capacities.
Business executives have access to far more data than any previous generation of managers, and that transforms the way many decisions are made. How can managers get to better decision making?
Six scholarly articles offer intriguing insights into factors that can affect the decision-making process.
Martha E. Mangelsdorf
We live in an age of data abundance, but that doesn’t make decision-making less challenging.
Paul J.H. Schoemaker and Steven Krupp
Asking the right questions can help you broaden your perspective — and make smarter decisions.
A willingness to ask for advice on difficult problems can increase your perceived competence.
Felipe A. Csaszar and Alfredo Enrione
Research offers insights into when trying to reach consensus is the right course, and when it isn’t.
Robin M. Hogarth and Emre Soyer
Simulations can help shrink the gap between what analysts try to explain and what decision makers understand.