MIT Sloan Management Review

There’s no sense in denying it: interpreting weak signals into useful decision making takes time and focus. These three stages can help you see the periphery—and act on it—much more clearly.

It often seems that changes and threats come out of nowhere – until we learn later that the signals were there all along and we just didn”t read them correctly. One step toward reading them better is understanding why we misinterpret them in the first place.

When seeking help from their network, top managers don”t leave it to chance. They think strategically about what type of advice to seek from what type of person.

If you devise strategy by thinking only about the positioning of your company's product or service, you are missing a huge opportunity.

In leading cities, companies gain access to knowledge and networks.

Recent research suggests that consumers' state of mind affects their openness to new products affiliated with existing brands.

The strategic planning model is due for a “new release,” one that enables companies to keep pace with changing environments, quickly create and adapt strategy and empower people throughout the organization to make effective choices.

Though competitive barriers in Asia, Latin America and Eastern Europe are many, a look at the companies that are thriving there reveals some secrets that make success more likely.

Relationships with academic institution scan play an important role in continuing to generate new value for shareholders if you know how to approach those relationships.

By unpacking the idea of a good or bad reputation into a profile of what the media says about their company, executives and public relations managers can understand and then influence their corporate reputation -- and with it, their company’s real performance.