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Sarah Kaplan and Wanda Orlikowski
In turbulent markets, managers can build momentum for innovative strategies by rethinking the past, reconsidering present concerns – and reimagining the future.
Christopher B. Bingham et al.
How can managers best meet the challenge of capturing new growth opportunities?
Robert C. Bird and David Orozco
Companies can adopt one of five legal strategies: avoidance, compliance, prevention, value or transformation.
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.
Companies looking at potential acquisitions always want to avoid bad deals. what's the best way to valuate a company?
Han Smit and Dan Lovallo
Deal markets can be “hot” or “cold,” and that can bias executives’ evaluations of potential acquisitions.
Information about intangibles and the opportunity they offer are a valuable part of a company’s portfolio.
Jeffrey J. Reuer
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?
What does it take to set up a platform where many constituencies can do business?
By Fredrik Hacklin et al.
How can companies protect themselves when industries converge?
Peter Weill et al.
Why have investors been so bullish on companies like Disney? It’s their business models.
Constantinos C. Markides and Daniel Oyon
When two business models, and two business units, make sense.
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.