Competition

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Measuring Culture in Leading Companies

To survive and thrive in today’s market, a healthy corporate culture is more important than ever. The MIT SMR/Glassdoor Culture 500 uses machine learning and human expertise to analyze culture using a data set of 1.2 million employee reviews on Glassdoor. This interactive tool offers previously untapped insights about the organizational culture of over 500 of the world’s leading companies and provides leaders with new tools for benchmarking culture in their own organizations.

Predicting the College Football Playoff

Which teams make it to the college football playoffs isn’t as random as it sometimes seems, says University of Wisconsin-Madison professor Laura Albert. In this week’s Counterpoints podcast, we look at how Albert uses analytics to predict the brackets and how the football playoff selections compare to that other big college tournament, March Madness.

Why APIs Should Be Regulated

Digital titans with access to large quantities of data are a challenge to competition. To maintain a competitive business environment, regulation focusing on both market and data dominance needs to be developed. Among the best tools for limiting companies’ influence: data audits.

The Case Against Agility

  • Blog
  • Read Time: 5 min 

Leaders today must wean their companies away from three pieces of conventional wisdom about digital strategy: agility, first-mover advantage, and minimum viable product. These ideas have anchored technological decision-making for over a decade but are highly unsuitable for the emerging world. In conditions of environmental uncertainty and interconnected technology, we need more thoughtfulness rather than more speed.

In Analytics, Resolution Must Be Accompanied by Resolve

For organizations, there is no shortage of hype about the potential for data and analytics. But the reality is that creating competitive advantage from data is elusive for many organizations. Our 2016 report on data and analytics, “Beyond the Hype: The Hard Work Behind Analytics Success,” outlines just how much resolve companies need to make an analytics strategy work.

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Catching Up with Scantily Clad Analytics Emperors

If you’re lying awake at night fretting that your competition has mastered analytics when you haven’t, take a breath — many of the stories we hear about analytics success are likely skewed. The transition to analytics-focused business is still far, far from universal, and that, says information systems expert Sam Ransbotham, means you have a chance to catch up.

Data Analytics Makes the Transition From Novelty to Commodity

Business is nearing a tipping point in which the use of data analytics is becoming routinely adopted. While widespread adoption of analytics will mean that it offers less competitive advantage to companies, it also means that the business environment overall will change. Information systems expert Sam Ransbotham identifies four key changes that businesses need to consider now.

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Do-It-Yourself Brand Creation

Strong brands are often seen as an important corporate asset. But what happens when user communities—connected by the Internet—start to create their own brands? That question was explored in an intriguing August 2008 working paper, “Costless Creation of Strong Brands by User Communities: Implications for Producer-Owned Brands.” The paper suggests that companies with traditional brands would be wise to pay attention to this emerging arena.

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Confronting Low-End Competition

Every company lives in fear of competitors that offer seemingly similar products for much lower prices. Dealing with such discounters is no simple matter, as Hewlett-Packard, May Department Stores, Salomon Brothers and others have discovered. Nevertheless, various strategies — ignoring or blocking the competitor, strengthening your value proposition or even strategic retreat — can help slow or even stop the low-end competitor without destroying the industry’s profit margins.

In Praise of Walls

A “postcompany” school of experts says information technology is enabling a new world of seamless collaboration among businesses. They recommend that executives tear down the “walls” and merge their companies into amorphous “enterprise networks.” Nick Carr counters that new technologies will never conquer cutthroat competition and shows why managers need to be wary of alliances that foreclose opportunities for advantage.

The Era of Open Innovation

Companies are increasingly rethinking the fundamental ways in which they generate ideas and bring them to market — harnessing external ideas while leveraging their in-house R&D outside their current operations.

Competitive Pressure Systems: Mapping and Managing Multimarket Contact

Managers typically think that the competitive pressure their companies experience is solely the result of the behavior of their rivals. But, by mapping the system of pressures in which they operate, they can make the optimal choice of competitors, allies and markets to gain superior strategic influence over the evolution of their industry and their organization”s role in it.

Showing 1-20 of 36