Online articles
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Displaying 1-18 of 18 results
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Strategic pivoting: how organisations can shift attention whatever their size
- Article
- 26 Jan 2024
- Mark N. Wexler, Judy Oberlander
This article considers how strategic pivoting, traditionally associated with early-stage organisations, can be applied by corporations of various sizes and types. It explores challenges relating to organisational complexity, path dependency, and stakeholder management.
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Digital transformation: strategy comes first to lay the groundwork
- Article
- 18 Jan 2024
- Louise B. Kringelum, et al.
Drawing on data from over 1,000 Danish organisations, this study identifies five key strategic actions that are essential to successful digitalisation.
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At the crossroads: generative AI and corporate risk management
- Article
- 12 Oct 2023
- Peter Buell Hirsch
This study aims to identify the risks to corporate reputation presented by deepfakes and how to manage them. While deepfakes have been the subject of intense interest, to the best of the author’s knowledge, this is the first attempt to look at the problem from the perspective of corporate enterprise risk.
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Winning the innovation game in emerging markets
- Article
- 07 Jun 2023
- Manuel Hensmans
This paper aims to provide advanced market managers in Europe, the USA or Japan with a long-term framework to prepare for and seize emerging market innovation opportunities. It is based on eight years of studying emerging market innovation opportunities, how to prepare for them and how to seize them.
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The mysterious world of airline pricing: innovative practices and strategies for profit
- Article
- 04 Feb 2022
- Mohammad Reza Habibi, Chiranjeev S. Kohli
Business success and pricing are very closely intertwined. Using the airline industry as an example, this study aims to explain how businesses can improve their profitability through creative pricing strategies. The study takes an in-depth look at how airline companies developed innovative strategies to create differentiation between competitors.
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The power of impossible
- Article
- 18 Jun 2021
- Alexandre Asselineau
Labeling something as “impossible” can be performative and deprive businesses from promising ideas, by activating limiting mental models and self-fulfilling prophecies. Adopting an “everything may be(come) possible” thinking as the default option can lead businesses to discover unexpected and valuable directions and make the world a better place. This paper aims to propose practical insights to harness the power of “impossible” thinking such as considering impossibility as a current and temporary state, adopting an unconventional mindset and redirecting the reflection on what is needed to make...
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The decade of innovation: from benchmarking to execution
- Article
- 04 Jan 2021
- C.Brooke Dobni, Mark Klassen
Insights from a Global Innovation Survey of 407 organizations representing 33 countries. The survey aimed to gauge the progress of innovation in organizations as well as the relative success of nine different innovation methods (data analytics, design thinking, innovation metrics, etc). The two methods that showed the highest correlation to an innovative culture were design thinking and open innovation.
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Strategy maps: the middle management perspective
- Article
- 06 Nov 2020
- James C. Goldstein
The second major step in the development of the balanced scorecard was the introduction of strategy maps. Although much has been written about the benefits of strategy maps, there have been relatively few empirical studies that explore their use in a real-world setting. Additionally, the studies that have been done do not focus on the perspective of middle managers and employees who execute the strategy on a daily basis. This study addresses these gaps through observing the construction of strategy maps in two main business lines of a commercial bank. The participating managers are then asked ...
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Corporate life and death: who succumbs, who survives during disruption?
- Article
- 07 Oct 2020
- Amy Blitz
A disruption survival guide for companies during times of macro transformation. After comparing the fortunes of companies in the S&P 500, the author presents her findings for the best company strategies for survival. These include: stay fit financially and avoid overreaching in good times, use operation strategies such as Lean and Six Sigma to build a culture of continual innovation and compete on the basis of differentiation - particularly if competing on price is not a realistic option.
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A new scorecard for strategic planning
- Article
- 24 May 2019
- Edward William Wright
This paper aims to present several tools to facilitate strategic planning and to demystify the situational analysis and the selection of strategy. These tools include situational analysis scorecards for the environmental scan, market analysis, competitive bench-marking and internal resource evaluation along with a SWOT (strengths, weaknesses, opportunities and threats) fit matrix. Business student teams have tested these scorecards in capstone projects with good results; however, the concepts remain works-in-process.
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Strategy and business models: why winning companies need both
- Article
- 25 Mar 2019
- Michael Braun, Scott Latham, Benedetto Cannatelli
Using examples of well-known companies, this article demonstrates how the long-term success of a company depends on a delicate balance between competitive strategy and effective business models. The authors set out how focusing exclusively on strategy can cause companies to lose sight of changing customer behaviours, whilst overemphasis on business models can leave them particularly vulnerable to competition.
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The essential mix: six tools for strategy-making in the next decade
- Article
- 07 Mar 2019
- Kurt Wurthmann
The purpose of this paper is to provide a solution that helps reduce confusion about choice and usage of tools for strategy-making, including the resource-based view (RBV) analysis.
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Strategy renewal: breaking the mould with new business models
- Article
- 24 Oct 2018
- Marc André Baumgartner
Repeatedly engaging in strategic exercises may lead to a certain weariness, as the same strategic processes are used over and over again. The authors advocate looking at business model as a new concept to challenge existing beliefs and what is taken for granted. This paper aims to better understand how business model renews strategic processes. Does it change the strategic process, or is it a new strategic tool? Based on an analysis of the strategic processes of eight small- and medium-sized enterprises, the authors identify four mechanisms for challenging existing strategic processes: cogniti...
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Strategy war games: how business can outperform the competition
- Article
- 22 Oct 2018
- Matthew Bradley-Ho, Maiko Chu, Lincoln Crooks, Jason West
The authors investigate how war game-style activities can be used by leadership teams to create strategic plans. A case study is presented from two competing financial services teams. The two teams had to develop a business strategy to improve both customer satisfaction and market share at the expense of each other, given a finite set of resources.
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Measuring radical innovation project success: typical metrics don’t work
- Article
- 27 Jul 2018
- Jimmi Normann Kristiansen, Paavo Ritala
This article suggests some key performance indicators (KPIs) which are likely to be useful in the context of radical innovation projects. The authors argue that managers seeking to evaluate the performance of radical innovation projects ought to focus on the process rather than on the anticipated outcome.
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Designing new business models: blue sky thinking and testing
- Article
- 19 Sep 2016
- Sam Bucolo, Karla Straker, Cara Wrigley
Businesses can benefit from business model experimentation and embracing business model innovation as a core competency and a means for sustained competitive advantage, the authors suggest. They outline how a design process of experimenting and prototyping can apply to the design of business models, with the Business Model Canvas used as an accessible framework.
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Meta‐SWOT: introducing a new strategic planning tool
- Article
- 30 Mar 2012
- Ravi Agarwal, Wolfgang Grassl, Joy Pahl
This paper aims to present 'Meta-SWOT', an alternative tool to SWOT analysis which is grounded in the resource‐based view of the firm. Meta‐SWOT does not take markets and other factors in the competitive environment as given but invites business planners to start from resources and capabilities in determining competitive advantage.
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A risk‐based approach to strategy execution
- Article
- 07 Sep 2010
- Norman T.Sheerhan
This article integrates strategy mapping, risk management and management control into a risk‐based approach to strategy execution. It uses strategy mapping as a tool to visually depict the firm's strategy and then assess its risks. The proposed framework can be used on a stand‐alone basis or be used to complement Kaplan and Norton's work on strategy mapping.
Displaying 1-18 of 18 results
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