Executing Strategy

Showing 1-20 of 101

Improving Your Digital Intelligence

  • Frontiers

  • Research Highlight
  • Read Time: 9 min 

A study of 250 global companies found that a company’s digital intelligence is informed by four dimensions: strategy, culture, organization, and capabilities. Within these dimensions, the research identified 18 management practices that contribute the most to digital leaders’ financial and market success — and offer a road map for companies seeking to expand their digital know-how.

Turning Strategy Into Results

  • Research Feature
  • Read Time: 14 min 

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.

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Building a Winning Business Model Portfolio

Many companies today are operating several business models at once. But despite the potential that business model diversification has for generating growth and profit, executives need to carefully assess the strategic contributions of each element of their business model portfolio.

What You Need to Know Before Starting a Platform Business

There’s a great deal of enthusiasm about platform strategies these days. Entrepreneurs pitch their startups as the next Uber, the next Facebook, or the next Airbnb, while executives in established companies are retooling their strategies around platforms to drive growth and compete digitally. But creating a successful platform business is not easy — as economists Richard Schmalensee and David S. Evans explain in this MIT Sloan Management Review interview.

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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.”

Harnessing the Secret Structure of Innovation

Innovation, much like marketing and human resources, can be made less reliant on artful intuition by using information in new ways. But this requires a change in perspective: We need to view innovation not as the product of luck or extraordinary vision but as the result of a deliberate search process.

Embracing a Strategic Paradox

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.

Protect Your Project From Escalating Doubts

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.

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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.

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.

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.

Showing 1-20 of 101