Featured Strategy Articles
Rahul Kapoor and Thomas Klueter
Responding to disruptive technologies may mean changing your company’s organizational structure.
Daniel Cohen and Joshua S. Gans
Foresight and timing are crucial elements in responding to disruption.
A series of small errors in data can lead to major mistakes.
Anticipating Business Trends
The key lessons from Kodak’s failure to adapt to digital disruption aren’t what you think they are.
Gerald C. Kane
Companies need to engage in long-term thinking about their digital strategy.
Clayton M. Christensen et al.
Successful business model innovation requires an understanding of how business models evolve.
William R. Kerr
Companies entering global markets should identify an approach that best suits their business model.
Handling Crises in the Social Era
June 13, 2016 | Mark Lee Hunter, Luk N. Van Wassenhove, and Maria Besiou
Digital media have produced an explosion of nontraditional news outlets. When a crisis arises, managers must be aware of media controlled by various stakeholder groups, which may have significant influence on how the crisis evolves. Failure to recognize the power of stakeholder-controlled media has significantly affected the outcomes of past corporate crises. Companies need to know how stakeholders gained this power, how they use it, and what to do about it.
Accounting scandals led to more independent corporate boards, but this trend has financial costs.
Robert Hooijberg and Nancy Lane
Research finds three key reasons boards fail at CEO succession planning.
Vincent O’Connell and Don O’Sullivan
Do nonfinancial metrics accurately reflect performance? That depends on what you measure — and how.
Thomas H. Davenport
Although it’s unlikely that a single system will be able to handle all strategic decisions, the narrow intelligence that computers display today is already sufficient to handle specific strategic problems.
Howard Yu and Thomas Malnight
We are past the point of debating whether human intuition can be replicated. Machine learning is already here. It will impact most companies over the next few decades and become part of everyday business life. Executives must quickly come to grip with how companies and industries will evolve.
Fernando F. Suarez and Stine Grodal
The ideal window of opportunity to enter a new industry starts when a dominant category label is introduced.
Thomas H. Davenport and Stephan Kudyba
The information economy is giving way to an economy focused on analytics-based data products.
Fast, iterative “virtual research centers” are edging out traditional approaches to R&D.
June 13, 2016 | Joseph V. Sinfield and Freddy Solis
Pursuing a high-impact innovation strategy can have terrific payoffs — but it’s also extremely risky, and most companies won’t do it. Yet a comparatively less risky, proactive approach that strings together “lily pads” of capability-building investments, technical and conceptual advances, and market explorations into “enabling innovations” can bring companies closer to their goal and provide a long-lasting competitive edge.