Corporate Strategy

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Make Gender Equality a Value, Not a Priority

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To make gender equality a reality, organizations need to shift their thinking about what it means to them — that is, to make it part of their company’s values and a permanent driver of culture rather than a mere priority that might change in time. Lessons can be learned from the energy sector, which saw a cultural shift take place around another crucial workplace issue: safety.

It Pays to Have a Digitally Savvy Board

Companies whose boards of directors have digital savvy outperform companies whose boards lack it: Among companies with over $1 billion of revenues, 24% had digitally savvy boards, and those businesses significantly outperformed others on key metrics such as revenue growth, ROA, and market cap growth. Companies can improve their boards by knowing what characteristics to look for in existing and new board members, managing board agendas differently, and cultivating new learning opportunities.

With Goals, FAST Beats SMART

The conventional wisdom of goal setting is so deeply ingrained that managers rarely stop to ask if it works. The traditional approach to goals — the annual cycle, privately set and reviewed goals, and a strong linkage to incentives — can actually undermine the alignment, coordination, and agility that’s needed for a company to execute its strategy.

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Four Logics of Corporate Strategy

Organizations often struggle with corporate strategy because executives lack clarity on how the parts of the corporation fit together. Without a shared understanding of the relationships between headquarters and business units, executives risk talking past one another when discussing strategy.

Turning Strategy Into Results

Businesses develop strategies to address complex, multi-layered business environments and challenges — but to execute a strategy in a meaningful way, it must produce a set of specific priorities focused on achieving clear goals. Rather than trying to boil the strategy down to a pithy statement, executives will get better results if they develop a small set of actions that everyone gets behind.

The Best Response to Digital Disruption

Although digitization’s disruptive influence is growing rapidly, there’s surprisingly little empirical evidence on the magnitude of digital disruption — nor any showing how companies are reacting on a broad scale. A new global survey of C-suite executives looks at how digitization unfolds across industries and how incumbents are responding. With some notable exceptions, the answer is: “Not well.”

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Creating Management Processes Built for Change

The business literature is full of references to “agile” processes, but what are they? Agility refers to an organization’s ability to make timely, effective, and sustained changes that maintain superior performance. Agile organizations continuously adjust to changing circumstances by changing product offerings, entering or exiting markets, or building new capabilities. This strategy requires management processes that can support adaptability over time.

Image courtesy of Southwest Airlines Co.

The Leaders’ Choice

The next generation of business executives will face a choice: What kind of companies do they want to lead? Organizations that will treat most employees as costs to be minimized — or ones where both employees and the company prosper together? So-called “high-road” companies begin with different values and assumptions about the workplace. But few MBAs are learning about high-road strategies in their courses, and they don’t learn that they will have distinct choices in how to compete.

Gaining a New Understanding of Risk

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In these days of uncertain markets – and an uncertain economy – risk can seem almost omnipresent. But how do you manage risk prudently – yet still grow your company? Harvard Business School professor Robert S. Kaplan began exploring risk management in the wake of the 2008 financial crisis, after he saw venerable firms such as Lehman Brothers and Bear Stearns collapse – despite having risk management functions. Here are a few of his insights on the topic of risk management.

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G.M.'s Innovation Travails

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How General Motors has struggled with innovation in recent years — and why inconsistent support for innovation is not a problem unique to G.M

The Three Challenges of Corporate Consulting

For many product-oriented companies, establishing a corporate consultancy can be a good first step toward a more solutions-based orientation. As Ericsson, Shell and AT&T, among others, illustrate, the consulting unit can take a number of forms dictated by its key knowledge base and its relation to the product businesses‘ value chain. The challenge is to determine how similar the consulting unit should be to the parent company in identity, mission and structure.

Showing 1-20 of 22