Featured Strategy Articles
Clayton M. Christensen et al.
Successful business model innovation requires an understanding of how business models evolve.
Thomas H. Davenport
While humans may be ahead of computers in the ability to create strategy today, we shouldn’t be complacent about our dominance.
William R. Kerr
Companies entering global markets should identify an approach that best suits their business model.
Attaining Strategic Goals Through Alliances
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.
David Lopez-Berzosa et al.
Bringing high-tech inventions built on patented technologies to market can be complicated and risky. The threat of added costs from patent infringement lawsuits has led technology companies to pool their talents — and patents — in technology consortia. Joining a tech consortium requires managers to weigh intellectual property value against the value of future collaborations and assess the consortium’s pros and cons for innovation, competition, and market creation.
Keeping Strategy In-House
August 31, 2016 | Teppo Felin
Managers should be skeptical consumers of external strategy advice. External strategy advice can be costly — and wrong. The best sources of insight about strategy tailored for your company can lie dormant within the company itself, in its employees. Ironically, companies often expend significant resources on obtaining flawed external advice while the employees with the best strategy ideas are ignored — and thus may walk out the door.
Becoming a Better Strategist
Shardul Phadnis et al.
New research finds scenario-based decision making helps increase executives’ strategic flexibility.
A focus on execution is undermining managers’ ability to develop strategy and leadership skills.
David B. Yoffie and Michael A. Cusumano, interviewed by Martha E. Mangelsdorf
How can executives develop their skills as strategists? One way is to learn from the masters.
September 20, 2016 | Gregory Unruh
Companies can continue creating value in the face of disasters, both natural and man-made, when they develop community resilience strategies.
Gerald C. Kane
Companies need to engage in long-term thinking about their digital strategy.
Preparing for the platform-business revolution; how to optimize distribution networks with big data.
MIT Sloan Management Review
An infographic provides highlights of MIT SMR‘s 2016 Internet of Things report.
Howard Yu and Thomas Malnight
In the age of machine learning, what should managers know — and what must non-tech companies do to stay ahead?
Multi-sourcing can lessen the risk of supply chain disruption. But it introduces risks of its own.
Willy C. Shih
The process of bringing assembly work back to U.S. factories from abroad is more challenging than the economics would predict.
Wendy L. Tate et al.
Joining the supply and demand sides of an enterprise presents an opportunity for efficiency and value creation.