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Pankaj Ghemawat and Herman Vantrappen
National diversity of top management should be a topic of conversation for boards of directors.
Peter Weill and Stephanie L. Woerner
To prepare for digital disruption, companies need to consider which of four business models to adapt.
José F.P. Santos and Peter J. Williamson
Across a broad swath of industries, multinationals are losing ground in emerging markets to local players.
July 14, 2015 | Gerald C. Kane, Doug Palmer, Anh Nguyen Phillips, David Kiron and Natasha Buckley
Executives who think they're in a technology arms race are focusing on the wrong area: The 2015 Digital Business Global Executive Study and Research Project by MIT Sloan Management Review and Deloitte identifies strategy, not technology, as the key driver of success in the digital arena. Conservative companies that avoid risk-taking are unlikely to thrive — and they'll also lose talent, as employees across all age groups want to work for businesses committed to digital progress. The report is available online and as a PDF, and the online version includes a Digital Business Interactive Tool with interactive charts to explore the data set.
Joseph Fiksel et al.
Companies need to cultivate resilience to unexpected disruptions to complex supply chains.
Paul Strebel and Salvatore Cantale
Is your company focused on creating value — or on siphoning it off from others?
Michael Meehan (GRI), interviewed by David Kiron and Nina Kruschwitz
Sustainability reporting isn’t about being eco-friendly — it’s about managing business risks.
Sunil Chopra and ManMohan S. Sodhi
Overinvesting in supply chain protection may be more profitable than not investing enough.
New tech can create new hazards for users — and for companies. Here’s how to limit the risk.
Renee Boucher Ferguson
By exploiting organizational data, managers can derail some risky blind spots.
Many companies are not getting full value from their boards of directors. But how should companies determine just how involved their boards should be?
Didier Cossin and Estelle Metayer
Strategic thinking by corporate boards is more important than ever for business survival.
Larry Bennigson and Frank S. Leonard
Boards need to monitor not only a company’s risks but also its ability to generate opportunities.
Olubunmi Faleye et al.
Is board oversight — helpful as it can be — detrimental to innovation?
April 1, 2010 | John Mullins and Randy Komisar
From Apple to Twitter, some of the most successful businesses are not what their inventors originally envisioned. The Twitter story, in fact, is a powerful reminder that an entrepreneur’s main job is not to flawlessly execute the business idea so lovingly articulated in his or her business plan. It’s to embark on a learning journey that may or may not reach the destination originally envisioned. Instead, the company may end up at a more successful Plan B.