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Olubunmi Faleye et al.
Is board oversight — helpful as it can be — detrimental to innovation?
Peter Weill and Stephanie L. Woerner
If you lack a good digital business model, your customers may leave you behind.
Larry Bennigson and Frank S. Leonard
Boards need to monitor not only a company’s risks but also its ability to generate opportunities.
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.
This collection of articles offers insights into the process of improving and updating your strategy.
Christopher B. Bingham et al.
Managers must figure out when it’s best to pursue strategies of position, leverage or opportunity.
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.
Gerry Johnson et al.
This article explores the distinctive traits of companies that successfully transform themselves.
Joseph V. Sinfield et al.
Another method to pursue growth: Use thought experiments to assess new business model possibilities.
Jules Goddard et al.
The authors argue that a company’s beliefs are often the most critical source of differentiation.
Fernando F. Suarez and Jacqueline Kirtley
The experiences of Apple’s iPhone and Google’s Gmail offer four keys for entering platform markets.