strategic planning

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Achieving Successful Strategic Transformation

Companies that are able to radically change their entrenched ways of doing things and then reclaim leading positions in their industries are the exception rather than the rule. Even less common are companies able to anticipate a new set of requirements and mobilize the internal and external resources necessary to meet them. The article focuses on three companies that transformed themselves and compares them with three other companies from similar industries that hadn’t been required to make a dramatic shift.

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Free Article

Strategy as Love, Not War

  • Blog
  • Read Time: 4 min 

MIT Sloan School professor Arnoldo C. Hax, a well-known strategy expert, thinks companies need a different approach to thinking about strategy.

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How To Do Strategic Supply-Chain Planning

Few organizations understand the benefits of having tactical planners, who use computer models to optimize the supply chain, in close communication with the senior managers who formulate strategy. The author outlines a planning approach that ensures that critical supply-chain details inform a company’s business strategy and that supply-chain management aligns with the strategic direction.

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Pricing as a Strategic Capability

The ability to set the right price at the right time, any time — the very definition of a pricing capability — is becoming increasingly important. Based on their work with dozens of companies, the authors explain how investments in human capital, systems capital and social capital come together to form a pricing capability that competitors will have a hard time imitating.

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Strategy as Improvisational Theater

Using the metaphor of improvisational theater, the author lays out six elements of strategic improvisation that executives can apply to transform their organizations into experimental arenas. Companies that engage in such continual improvisation are better equipped to explore highly threatening disruptive technologies and embrace radical change.

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An Empirical Study of Flexibility in Manufacturing

Much has been written in recent years about flexible factories and flexible manufacturing systems (FMS), but the literature has been largely theoretical; managers who are interested in making their factories more flexible have little empirical research on which to base their decisions.

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Scenario Planning: A Tool for Strategic Thinking

How can companies combat the overconfidence and tunnel vision common to so much decision making? By first identifying basic trends and uncertainties and then using them to construct a variety of future scenarios. The author shows how two major companies got a richer picture of the possible future through scenarios — and dramatically improved their strategic planning.

Showing 1-15 of 15