Strategy

Embracing a Strategic Paradox

  • Research Highlight
  • Read Time: 6 min 

Within a business, opposing ideas typically lead to conflict and, in the face of conflicting demands, managers will feel anxiety, stress, and frustration. However, the authors’ research at Aeon Co. Ltd., one of Japan’s largest retailers, suggests that a positive approach to handling conflicts between opposing ideas can create new value for a company.

Reframing Growth Strategy in a Digital Economy

Too many big companies are formulating their growth strategies using traditional planning approaches — yearly cycles, historical analytics, incremental thinking. The velocity that characterizes this new digital economy means this kind of growth planning is obsolete. To assert digital dominance, big companies need to capitalize on their ability to do things the disruptors can’t — like plan globally and mobilize considerable resources.

Building a Business Creation Engine

  • Research Highlight

In this webinar, Clayton M. Christensen and Derek van Bever, coauthors of the MIT SMR article “The Hard Truth About Business Model Innovation,” explain how business models evolve over time. They explain that it’s possible to turn an event — the act of creating a new business and a new business model — into a repeatable process.

Protect Your Project From Escalating Doubts

  • Research Feature
  • Read Time: 27 min 

Many big projects start off well, but then lose momentum and spiral downward as skeptical stakeholders withdraw support. Executives need to identify common triggers that spark stakeholder concerns — and take action to avert the ‘cycle of doubt’ that can ensue.

Three Meaningful Strategies for Managing Rapid Change

  • Blog
  • Read Time: 4 min 

Global, social, and marketplace shifts are doing much more to transform the nature of work, how we work, and how organizations in both the private and public sector can best adapt to rapid global change. So how can organizations find new ways to avoid becoming saddled with legacy processes, technologies, and ways of thinking?

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Free Webinar: Building a Business Creation Engine

  • Blog
  • Read Time: 1 min 

MIT SMR coauthors Clayton Christensen and Derek van Bever discussed their recent article, “The Hard Truth About Business Model Innovation.” They explained how understanding the stages of business model development is crucial to creating a successful process for repeated innovation.

Competing Through Joint Innovation

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.

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What Executives Get Wrong About Cybersecurity

Cyberattacks are in the news. All kinds of organizations — ranging from Target Corp.and Bangladesh Bank to the Democratic National Committee in the United States — have fallen victim to them in recent years. MIT cybersecurity expert Stuart Madnick explains some of the biggest cybersecurity risks businesses face today — and what executives should do to decrease their companies’ vulnerabilities.

The Next Wave of Business Models in Asia

The first wave of innovation from emerging markets in Asia has been predicated on the replication of existing business models at lower cost. The second wave, which could be even more disruptive than the first, fundamentally reimagines various facets of the business model to find new, often digitally enabled, ways in which resources and processes can be leveraged. Such companies identify creative ways for partners, stakeholders, and customers to be involved in value creation and capture.

From the Archives: Managing in a Time of Uncertainty

  • Blog
  • Read Time: 2 min 

How do businesses prepare for changes to the environment they operate in brought about by a highly charged political upheaval? When it comes to strategic planning in uncertain times and political change, what’s right for a company depends on its circumstances, its available resources, and how management combines those resources together.

How Blockchain Will Change Organizations

Blockchain technology has the potential to transform how businesses are organized and managed. It allows companies to eliminate transaction costs and use outside resources as easily as internal resources. The implications for areas such as accounting, contract negotiation and enforcement, sales and marketing, and capital investment are myriad. Companies should start exploring how this technology could impact their industry and processes.

Warding Off the Threat of Disruption

In a fast-changing digital landscape, companies shouldn’t wait too long to reconfigure their offerings — but they also should be wary of moving to an untested technology too soon. Monitoring trends in related industries and identifying high-potential startups for acquisition helps to ensure appropriate timing for business model changes.

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The Downside to Full Board Independence

High-profile accounting and corporate governance scandals have resulted in significant changes in the structure of corporate boards of directors, in particular the development of independent boards in which the CEO is the only employee director. The downside: Independent board members may not understand the business well enough to make optimal strategic decisions.

The Hard Truth About Business Model Innovation

Attempts at business model innovation have led to both repeated failures as well as seemingly inexplicable successes — and few formulas to help guide business leaders. Yet a study of both failures and successes shows that the journey to successful innovation is predictable, although “travel time” differs by industry and circumstance. The manager’s dilemma is to identify whether the journey is one the company wants — or needs — to take.

Harnessing the Best of Globalization

Globalization offers significant opportunities, yet most companies approach key decisions haphazardly. Although the complexity of globalization means managers rarely can fully analyze a global business opportunity before they need to act, the basic tensions in global business models are straightforward. A simple analysis of global ventures along these dimensions can help entrepreneurs develop clearer expectations and decision-making processes.

When Strategy Walks Out the Door

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.

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