Growth Strategy

Showing 21-39 of 39

14-Global-Business-500

The Global Costs of Opacity

Although large-scale risks garner media attention, it is the everyday, small-scale risks associated with a lack of transparency in countries’ legal, economic, regulatory and governance structures that can confound global investment and commerce. New research identifies the causes and measures the effects of this phenomenon.

16-Operations-500

A Return to Basics at Kellogg

Kellogg‘s profit margins and the stature of its brands both declined throughout the 1990s. A wake-up call came in 1999 when the venerable company lost market leadership. The author describes how it embarked upon an ambitious and, for the food industry, novel strategy, emphasizing profit and value over volume and employing compensation and organization strategies to help cascade the change through the company and re-establish its innovativeness, profitability and reputation.

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01-Strategy-500

Creating Growth With Services

In a world of commoditized products, companies are turning to service offerings for growth. The key to success involves redefining markets in terms of customer activities and outcomes, not products and services.

6-sustainability-500

The Myth of Unbounded Growth

Growth is not perpetual, and its continued pursuit can be costly, especially for large, mature companies. Instead, say the authors, smart managers should acknowledge the natural limits of their company‘s path to growth and consider viable alternatives.

040-Global-Business-500

How Japan Can Grow

Japan’s economy has been in the doldrums for so long that many Japanese seem to have adopted a resigned attitude ofSho ga nai (“That’s life”) toward it. But Japan, of course, can become competitive again, provided its political and corporate leaders take on four difficult but essential tasks.T

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04-Operations-500

Transformational Outsourcing

Outsourcing can be more than a tool for cutting costs and improving organizational focus. Increasingly, it is a means of acquiring new capabilities and bringing about fundamental strategic and structural change.

017-Strategy-500

Surfing the Edge of Chaos

Every decade or two, a big idea in management thinking takes hold and becomes widely accepted. The next big idea must enable businesses to improve the hit rate of strategic initiatives and attain the level of renewal necessary for successful execution. Scientific research on complex adaptive systems has identified principles that apply to living things, from amoebae to organizations. Four principles relevant to strategic work at Royal Dutch/Shell are outlined.

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05-big-data-and-analytics-500

Intellectual Capital = Competence x Commitment

Commitment and competence are embedded in how each employee thinks about and does his or her work and in how a company is organized to accomplish work. This intellectual capital is, according to the author, a firm’s only appreciable asset. He outlines three ways to build employee commitment and five tools for increasing competence in a firm, site, business and plant.

020-Leading-your-team-500

CEO Thought Summit

On October 28, 1994, the MIT Sloan School and Price Waterhouse cohosted a roundtable discussion among CEOs, PW partners, and Sloan faculty. Walter Kiechel, then managing editor of Fortune, moderated the discussion, which focused on the organization in the year 2020 — its size, structure, leadership, and mission.T

Showing 21-39 of 39