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.

A company’s financial reports can provide critical insights into its strategy — if you know where to look.

Most executives naturally gravitate toward one of these two approaches. The challenge is that companies need both.

Companies are remarkably myopic when they go about forming strategic partnerships. Systematizing the analysis process should produce more gain and less pain.

As sustainability-related pressures change the competitive landscape, what kinds of capabilities and characteristics will that landscape demand of companies that aim to thrive? Here’s what Business of Sustainability survey respondents and sustainability thought leaders say.

A comprehensive analytic framework can provide a common language for discussing decisions and values with colleagues, helping to build a culture that better integrates the organization’s values into staff decision making.

For any breakthrough innovation project, specific objectives are often unclear or highly malleable, and the paths to them are murky. Rather than feign a certainty that doesn’t exist, project managers need a systematic, disciplined framework for turning uncertainty into useful learning that keeps the project tacking on a successful course.

Companies with a restricted view of innovation can miss opportunities. A new framework called the “innovation radar” helps avoid that.

The very factors that make partnerships with customers or suppliers beneficial can leave those relationships vulnerable to deterioration.

Throughout an organization, individuals make decisions daily that influence the need for and the value received from information technology. A simple one-page framework can help companies allocate IT decision rights and accountabilities so that individual IT decisions align with strategic objectives.

The design of a corporate portfolio should be based primarily on its strategic intent and desired competitive impact, that is, on how a select set of market positions builds a platform for growth while influencing the behavior of rivals and the structure of the industry.

Outsourcing can be more than a tool for cutting costs and improving organizational focus. Increasingly, it is a means of acquiring new capabilities and bringing about fundamental strategic and structural change.

On the basis of research into 100 enterprises, the authors developed a helpful strategic tool, the Delta Model. Companies using the framework define strategic positions that reflect new sources of profitability, align the strategic options with their activities, and establish processes that adapt well to change. The researchers outline practical mechanisms for obtaining feedback from the adaptive processes, and they offer critical metrics to track performance.