Business Development

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Courtesy of Under Armour

Which Strategy When?

Markets are changing, competition is shifting and businesses are suffering or perhaps thriving. Whatever the immediate circumstances, corporate managers ask the same questions: Where do we go from here, and which strategy will get us there? To figure out when it makes sense to pursue strategies of position, leverage or opportunity, managers must understand their company’s immediate circumstances, take stock of their current resources and determine the relationships among the various resources.

Image courtesy of Flickr user Lee Jordan.

From “Trust Me” to “Show Me”: Moving Sustainability at Shell Oil From “Priority” to “Core Value”

The timeline of energy development projects now is largely driven by sustainability and social performance issues, says Marvin Odum, president of Shell Oil. That’s prompting innovations in how the company involves external stakeholders, incentivizes employees and drives changes throughout the entire energy industry.

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The Business Benefits of Social Responsibility

  • Blog

  If a company is committed to addressing societal problems, can that benefit its business performance? Harvard Business School professor Rosabeth Moss Kanter thinks so. Kanter explained why, in an interview published recently in Business Insight, MIT Sloan Management Review's collaboration with The Wall Street Journal.

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Lessons from the Startup Bootcamp at MIT

  • Blog
  • Read Time: 2 min 

There was lots of entepreneurial energy in the room at MIT's Kresge Auditorium today -- as a sizable crowd gathered in the morning for a free daylong"Startup Bootcamp" full of lessons from technology entrepreneurs.

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Open Innovation by the Numbers

  • Blog

The idea that drawing on outside contributors for innovation leads to better results has become increasingly popular.

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Creating New Markets Through Service Innovation

Many companies make incremental improvements to their service offerings, but few succeed in creating service innovations that generate new markets or reshape existing ones. To move in that direction, executives must understand the different types of market-creating service innovations as well as the nine factors that enable these innovations.

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How To Be a CEO for the Information Age

Increasingly, information technology isn’t just for supporting the strategy, it is the strategy. Unfortunately, many CEOs send their managers negative signals about IT’s role. Only the “believer CEO,” who demonstrates through daily actions a belief in the strategic value of IT, can help others manage effectively in the Information Age. The authors offer examples of such CEOs and give some techniques for addressing blind spots to improve an organization’s competitiveness.

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