Has enterprise software become too complex to be effective?

Information technology remains a terrible bottleneck to growth in most companies, mainly because executives focus on the wrong remedy for their IT problems

Despite the welter of data and analytics at their disposal, experienced managers often need to rely on gut instinct to make complex decisions under duress.

Finding the right individuals to fill executive positions has never been easy, and the process is only getting more difficult with increased globalization.

Many large and mature firms -- which still form most of the economy -- have difficulty analyzing the opportunities and difficulties created by the Internet. Here is a planning process, validated at several established companies, that puts e-business into perspective and helps make it manageable.

At many companies, intellectual property has become an area of focus. Research shows that top-management involvement in IP strategy is associated with better IP performance.

Companies create product versions from multiple components. The big challenge is how to take the available components and combine them into the product versions and product lines that will maximize profits.

Contrary to conventional wisdom, there is a key set of fundamental metrics -- which can be actively managed -- linking the health of brand to revenue and consumer commitment.

To understand how breakthroughs in innovation arise, managers first need to be aware of the different factors that shape the highly skewed distribution of creativity.

Companies have four ways of building businesses from within their organizations. Each approach provides certain benefits -- and raises specific challenges.

Innovation in developing markets has less to do with finding new customers than addressing issues of product acceptability, affordability, availability and awareness.