Featured Strategy Articles
Omar Abbosh et al.
Accelerating compression of both revenues and profits in some businesses can be fatal, and fast.
Toshiro Wakayama and Karen LaPierre
If handled well, conflicting demands in a business can be sources of creativity and opportunity.
Martin Reeves et al.
Innovation success is the result of a deliberate search using key information signals.
Tailoring Your Strategy to Global Markets
December 5, 2016 | Murali D.R. Chari, Kimberlee Luce, and Inder Thukral
A shortage of reliable information is common in emerging markets. Because such markets are heterogeneous, the sources and methods for market intelligence require modification before they can be transferred from one emerging market to another. Market intelligence is thus best viewed and managed as a strategic asset that multinationals should invest in keeping up to date.
Adapting to Digital Disruption
David A. Bray
Faced with rapid global, social, and marketplace changes, companies need effective ways to adapt.
Paul J.H. Schoemaker and Philip E. Tetlock
Companies should blend the power of computers with insights into human decision making.
Jacques Bughin and Nicolas van Zeebroeck
Companies with bold strategies in response to digitization will come out as winners.
Richard A. D’Aveni
New digital technologies are changing the rules of competition by expanding the boundaries of what a company can handle and introducing new sources of advantage.
Ha Hoang and Frank T. Rothaermel
Companies that lack the resources and knowledge to undertake key strategic growth initiatives often seek partners who can fill in the gaps. The skills that make such alliances work, however, aren’t well understood; executives often make flawed assumptions that prevent the partnership from achieving its goals. An integrative, holistic framework for alliance management helps executives avoid these pitfalls and create value via strategic alliances.
Even as multinationals struggle to make inroads in emerging markets, companies from those markets are finding ways to compete in Europe and the U.S. A case in point is Huawei, a Chinese telecommunications company, which has used strategic partnerships to gain ground in Europe. Huawei’s overseas expansion closely resembles the strategy the company used to build its position in China: Start at the perimeter and work toward the center.
Accounting scandals led to more independent corporate boards, but this trend has financial costs.
To limit risk, boards should take a tough, honest look at why the C–suite has so little diversity.
Didier Cossin and Estelle Metayer
Strategic thinking by corporate boards is more important than ever for business survival.
Larry Bennigson and Frank S. Leonard
Boards need to monitor not only a company’s risks but also its ability to generate opportunities.
Developing a Winning Strategy
Shardul Phadnis et al.
New research finds scenario-based decision making helps increase executives’ strategic flexibility.
Forecasting is recognizing how current patterns may impact the future — and it’s a learnable skill.
Jeanne W. Ross et al.
More than one strategy can lead to digital success — but solid operations support is essential.
Donna Marshall et al.
How much information should a company disclose about its supply chain? In addition to having to be lean, agile, and sustainable, today’s supply chains are increasingly the focus of growing attention from a variety of external stakeholders. These stakeholders often want information beyond what the company is legally obliged to disclose. But many companies have limited visibility of their supply chain information and have not fully considered their disclosure strategy.