- Research Feature
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Companies are remarkably myopic when they go about forming strategic partnerships. Systematizing the analysis process should produce more gain and less pain.
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Why do established corporations' new ventures often fail? The new issue of Business Insight, MIT Sloan Management Review's collaboration with The Wall Street Journal, includes an interview with Rita Gunther McGrath about problems traditional business planning processes encounter when dealing with uncertain new ventures.
“In an unpredictable world, trying to be right can lead managers terribly astray.” So write Rita Gunther McGrath and Ian C. MacMillan in their new article in MIT Sloan Management Review.
In recent years, researchers have created a number of metrics to explain the connections between customer behavior and growth. But under the harsh reality of the marketplace, these efforts have generated more smoke than heat. Nevertheless, managers continue to search for insight into how customers feel – and how they will behave.
Companies undertake venturing for a variety of reasons. To be successful, they must be clear about their objectives and disciplined in executing the one of four business models most appropriate to achieving them.
For many product-oriented companies, establishing a corporate consultancy can be a good first step toward a more solutions-based orientation. As Ericsson, Shell and AT&T, among others, illustrate, the consulting unit can take a number of forms dictated by its key knowledge base and its relation to the product businesses‘ value chain. The challenge is to determine how similar the consulting unit should be to the parent company in identity, mission and structure.
Disruptive strategic innovations are not necessarily superior to the traditional ways of competing, nor are they always destined to conquer the market. Rushing to embrace them can be detrimental for established companies when other responses, including ignoring the innovation, make more sense.
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.
Management practices have undergone many innovations. Companies have been down-sized, delayered, and hollowed out. Newly trained and empowered employees have implemented many innovative practices including continuous improvement, reengineering, just-in-time manufacturing, and total quality management. Outsourcing and exclusive supply relationships now allow organizations to focus on core activities.M
IBM is making a comeback. Although many observers had counted the company out — “It’s a dinosaur, an implosion, a wreck,” various commentators said — its revival was probable, even predictable, because cycles of decline and revitalization have been the company’s pattern through many decades.P
Positioning products in a complex market is one of a company’s hardest decisions. In determining whether to combine or maintain separate product lines, Hewlett-Packard used strategic market modeling (SMM) to design “what if” scenarios and run simulations forecasting market behavior. SMM combines demographics, user needs and competitive-perception data into a database for testing alternative positioning strategies. The author describes SMM’s development and the lessons learned.
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