Business Models

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A Question Every Manager Should Ask (Hint: It Has to Do With Megatrends)

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The single best question companies should ask themselves is what megatrends are coming around the corner. That’s according to MIT Sloan’s Michael A. Cusumano. Two megatrends that stand out in the industries he studies: “the rising importance of industrywide platforms as opposed to stand-alone products, and the rising importance of services or service-like versions of products,” he says.

Image courtesy of Netflix.

What to Do Against Disruptive Business Models (When and How to Play Two Games at Once)

Fighting against a disruptive business model by rolling out a second business model is one option for companies to consider. But to make that work, you need to avoid the trap of getting stuck in the middle.

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The new rules of management

“In an unpredictable world, trying to be right can lead managers terribly astray.” So write Rita Gunther McGrath and Ian C. MacMillan in their new article in MIT Sloan Management Review.

Image courtesy of IKEA.

What Is Your Management Model?

Companies are experimenting with new business models, from examples like MinuteClinic, a pioneer in low-cost retail health care that treats everyday ailments inside a drugstore, to Joost.com, an innovator in Web-based TV operated by Joost Technologies B.V. of the Netherlands. But genuinely new business models are hard to come by. Companies are therefore on the lookout for new forms of competitive advantage. One emerging possibility is the idea that a company’s management model can become a source of advantage.

A Plan to Invent the Marketing We Need Today

The discipline of marketing hasn’t kept up with the rapid changes facing 21st-century businesses. New scholarship doesn’t have enough management relevance, and practicing marketers are too often forsaking rigor. Here are seven strategies that can make marketing both relevant and rigorous in today’s world.

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Back to the Future: Benetton Transforms Its Global Network

During the 1980s, Benetton was known as the archetypal network organization. But it decided to take a new direction representing a major discontinuity with its past and a divergence from industry practices. Without giving up the strongest aspects of its networked model, it integrated and centralized, exerting greater control over its supply chain even as it diversified its operations and product lines. The authors offer a detailed case study of this dramatic transformation.

Reflecting on the Strategy Process

Some of the greatest failings of strategic management, the authors say, occur when managers take one point of view too seriously. Ideas and practices that originate from collaborative contacts between organizations, from competition and confrontation, from recasting of the old, and from the sheer creativity of managers are driving the evolution of strategic management today.

Showing 21-40 of 42