Developing Strategy

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Strategic Choices in Converging Industries

As industries converge and seemingly unrelated businesses suddenly become rivals, managers must understand the new challenges and the long-term implications. A six-year study of convergence in the telecommunications, information technology, media and entertainment sectors by the authors shows that savvy companies choose one of four strategic paths: they become a technology pioneer, a market attacker, an ecosystem aggregator or a business remodeler.

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Transparency as a Competitive Advantage: Think Very Carefully About Communicating Your Data Sharing Initiatives

In the weeks following revelations that the NSA has a domestic spying network that taps the electronic and telephone communiqués of nearly every American, consumers have intensified their concerns about corporate complicity in government data snooping. That leads to the question: Are we at the beginning of a consumer backlash that will stymie expected economic growth related to data-sharing? Or are consumers resisting the inevitable: a new era of diminished privacy?

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The Pitfalls of Using Online and Social Data in Big Data Analysis

Is Twitter a litmus test for how a segment of society is acting — or thinking — at any given moment? Not quite. Striking new research out of Princeton University and the University of North at Carolina Chapel Hill suggests that inferences based on how people use social media platforms like Twitter and Facebook should be reconsidered because these platforms represent skewed samples from which it is difficult to draw accurate conclusions.

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Why Making Money Is Not Enough

The authors, who include Ratan Tata, the former chairman of the Tata Group, argue that that “it is possible to build and lead companies that retain a deeper purpose.” Tata calls for companies to launch “corporate lifeboats” — such as new business experiments in next-generation clean technologies and serious business initiatives in the underserved space at the “base of the pyramid” — to transform their operations for sustainability.

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Image courtesy of Flickr user Electrolux Design Lab.

Should You Have a Global Strategy?

Senior executives weighing strategies appropriate for today’s global economy will hear contradictory advice. Some say you need to move quickly, before competitors, to establish a worldwide presence; others cite data showing that this approach is often less profitable. The reality is that neither approach is appropriate for every circumstance. Therefore, executives need to understand when to pursue one route and when to pursue the other.

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Which Strategy When?

Markets are changing, competition is shifting and businesses are suffering or perhaps thriving. Whatever the immediate circumstances, corporate managers ask the same questions: Where do we go from here, and which strategy will get us there? To figure out when it makes sense to pursue strategies of position, leverage or opportunity, managers must understand their company’s immediate circumstances, take stock of their current resources and determine the relationships among the various resources.

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Must Economic Forecasts Always Fail?

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In the National Public Radio broadcast "Can Economic Forecasting Predict The Future?" Adam Davidson and Alex Blumberg report that "economic forecasters, even the best, have a mixed record forecasting the economy." And "forecasters, at best, can say the economy will be somewhere between bad and good.

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The Management Lessons of Las Vegas

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Where do you find inspiration? From great management thinkers like Peter Drucker? Political or military leaders? Great artists or musicians? Or, maybe, a gaudy wedding chapel on the strip in Las Vegas? That last one probably doesn't rank high on your list. But maybe it should.

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The kind of innovation to pursue now

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Innovation strategy expert Vijay Govindarajan thinks that businesses should be careful not to abandon innovation in their quest for efficiency and cost control during a recession — but they may need to reduce their focus on risky breakthrough innovation plans.

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Strategy as Love, Not War

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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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Image courtesy of Flickr user Sharon Drummond.

Nature’s Rules

Image courtesy of Flickr user Sharon Drummond. Any one of us—and any one of our organizations—could be forgiven for behaving at the moment like a bear confronting winter. I don’t mean behaving “bearishly,” as investors do.

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Learning From Global Cities

Organizations have often turned to well-established and very competitive global cities when looking to expand their markets. However, new research suggests that many corporations have been going to these cities for the wrong reasons and consequently have missed opportunities to build strategic advantages and organizational capability.

Showing 1-20 of 61