- Research Feature
- Read Time: 12 min
A truly strategic decision occurs only at the nexus of three organizational considerations — where it adds value, how it handles and employs imitation and how it defines its perimeter.
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Many executives talk about the need for greater flexibility and adaptability from their companies. But the truth is that most businesses have organized themselves in ways that inherently discourage change.
The success of an enterprise is the sum of decisions made in the course of doing business. It must follow, then, that a manager’s value lies in the quality of his or her decisions. Effective leaders make their decision-making look easy.
How a diverse group of IT managers responsible for global technology infrastructure developed a way of working together that enabled Xerox to create and transfer knowledge more effectively.
How could a team of decent, hardworking, normally law-abiding managers find themselves facing fines, jail time, the loss of their jobs, and ultimately the loss of the company they managed? In making executive decisions, these managers were not deliberately trying to evade the intent of the law, defraud anyone, harm
To confront competitive discontinuities, managers must lead their organizations from the zone of comfort to the zone of opportunity.
Firms have always had difficulty spotting new competitors, and business history is full of stories about incumbent market leaders being displaced by a smart new entrant. If anything, the task seems even harder today.
Traditional strategic planning draws from forecasts of parameters like market growth, prices, exchange rates, and input costs that managers are unable to predict five or 10 years in advance with any accuracy. The author discusses a strategy that embodies a coherent portfolio of options, sketches a process managers can use to develop this kind of strategy, and explains how planning and management opportunism can reinforce each other.
On the basis of research into 100 enterprises, the authors developed a helpful strategic tool, the Delta Model. Companies using the framework define strategic positions that reflect new sources of profitability, align the strategic options with their activities, and establish processes that adapt well to change. The researchers outline practical mechanisms for obtaining feedback from the adaptive processes, and they offer critical metrics to track performance.
Managers must think about and manage data differently in order to take advantage of this underutilized resource.
Strategy in many companies seems to have gone astray, and the author has identified the reason: Managers are focusing on it in isolation instead of establishing the preconditions to successful strategy innovation. Only those companies that are constantly able to reinvent themselves will survive. The author shows how to improve strategy making and create wealth through a pluralistic process, collaboration across industries and market experimentation.
Why do companies frequently make bad investment decisions and continue to blunder, even after the weaknesses in their capital budgeting analyses are evident? Because, say the authors, they don’t integrate capital budgeting into their overall strategy. To address this, the authors present a framework for dynamic capital budgeting that can help managers make intelligent investment decisions with a long-term strategy in mind.
When companies downsize, managers need to consider how to bolster their employees’ morale in order to maintain productivity and engender flexibility. The authors propose a four-stage approach — gleaned from interviews and surveys — that will mitigate worker mistrust and disempowerment and will, they say, help build a better company.
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