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Thomas H. Davenport
While humans may be ahead of computers in the ability to create strategy today, we shouldn’t be complacent about our dominance.
Ha Hoang and Frank T. Rothaermel
A strategic framework that eliminates faulty assumptions can help make alliances successful.
Interdependencies are key to resilient businesses.
What do executives need to know to become better strategists? Open access to these three MIT Sloan Management Review articles about mastering the art of setting strategy is provided courtesy of Stanford Graduate School of Business.
Shardul Phadnis et al.
New research finds scenario-based decision making helps increase executives’ strategic flexibility.
David B. Yoffie and Michael A. Cusumano, interviewed by Martha E. Mangelsdorf
How can executives develop their skills as strategists? One way is to learn from the masters.
Christopher B. Bingham et al.
Managers must figure out when it’s best to pursue strategies of position, leverage or opportunity.
Joshua S. Gans
Disruption can be averted, and many businesses manage through it by beating the new competition, joining them, or waiting them out. “To be sure, facing disruption is no picnic,” writes Joshua S. Gans, author of The Disruption Dilemma. “But it also isn’t the existential threat that so many see it as.” Many businesses are finding ways to weaken disruptive events, sometimes by investing aggressively in the new innovation after entrants had brought it to market or by acquiring the entrants and the actual disruption.
At the core of every great strategy is a novel and distinctive concept.
A focus on execution is undermining managers’ ability to develop strategy and leadership skills.
Albrecht Enders et al.
To get the best results from a decision matrix, managers should expand the options used to frame it.
Performance topology maps offer managers a signpost pointing toward smarter strategies.
August 2, 2016 | J.P. Eggers (NYU’s Leonard N. Stern School of Business), interviewed by Frieda Klotz
New research by J.P. Eggers of NYU’s Leonard N. Stern School of Business and Aseem Kaul of the University of Minnesota’s Carlson School of Management looks at how companies pursue radical invention and the success of those efforts. The researchers found that highly capable firms have much less motivation to take risks because they’re already so successful — but that they’re the ones most likely to succeed when they try to innovate.
What are the most effective ways to communicate the process and output of innovation to executives?
Gerald C. Kane and Alexandra Pear
Images have taken on a broader role in representing brands, communicating value, and cultivating identity.
Raffaella Sadun (Harvard Business School), interviewed by Frieda Klotz
Raffaella Sadun explains how two traditionally connected technologies seem to pull companies in opposing directions
Paul Leonardi (University of California, Santa Barbara), interviewed by David Kiron
An experiment in social networks shows that key knowledge can be transferred without employees realizing it.
Peter A. Gloor and Gianni Giacomelli
Big data analysis can help geographically distributed companies monitor customer satisfaction.
In the fourth part of the series, Gregory Unruh describes how sustainability can be introduced into the business dialects of functional areas.
| Gerald (Jerry) C. Kane
Developing the characteristics of an effective digital culture is one clear path that companies can follow to becoming digital mature, regardless of industry or company size.
Multi-sourcing can lessen the risk of supply chain disruption. But it introduces risks of its own.
Willy C. Shih
The process of bringing assembly work back to U.S. factories from abroad is more challenging than the economics would predict.
Leading companies are using an array of detection and response techniques to become more resilient.