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Strategy

Do you have a clear business strategy? We examine the strategy and tactics practised by some of the world’s most successful companies, and share the policies for strategic success. Leadership Review members automatically receive our annual Strategy Blueprint

How to navigate the hub economy

The global economy is coalescing around a few digital superpowers. A winner-take-all world is emerging where economic power is now concentrated in the hands of a few digital “hub firms”.

Here’s how you can push back.

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Jeff Immelt on transforming General Electric

GE CEO, Jeff Immelt, has turned the 125-year-old conglomerate into a startup.

As he prepares to leave his job, Immelt’s shares his own insights on how to achieve corporate transformation.

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The art and science of decision making

Could an excessive reliance on data analysis be limiting your company’s scope for imagination and innovation?

Management is more than just a science; discover an alternative approach to business strategy.

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How to fine-tune your vision for effective change

Driving successful change isn’t simply about knowing what you want to achieve and getting the economics and technology right.

If you want your teams fully engaged, you will need to create and communicate an appealing vision of a better future.

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How to adapt your culture to the digital world

For continued success in our digitally driven age, your company’s culture needs some close scrutiny.

It’s up to you to take a strong lead rather than hold out for an organic organisational shift.

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Succeed at digitisation by treating it as an emergency

Treat digitisation as a crisis that’s happening right now by taking the sort of decisive action normally reserved for emergencies.

If you wait for digitisation to disrupt your markets, you’ve already left it too late.

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Three ways to shake up the marketplace like Amazon

In the modern world of sales, Amazon is ever poised to make disruptive moves in any industry it sets its sights on.

But it’s how it sells, rather than what it sells, that gives it the edge.

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Seven ways to land the big deal

Megadeals are the holy grail for many organisations. It’s not unusual for 40% of projected revenues to come from just 1% of deals.

Losing one can mean missing revenue targets. But winning one on the wrong terms can destroy value because of bad pricing or terms and conditions.

Here are seven ways to win the right megadeals.

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Three steps to find your next big innovation

When you develop new technologies you can never be sure how the market will respond. Yet the future of a given technology is not as unforeseeable as it might seem.

Here's a three-step method to help you anticipate the next development in your industry. This exercise isn’t just for high-tech firms; it’s been used with managers from grocery stores to hospitals.

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How to compete in the new borderless economy

The onward march of digitisation will change the nature of the game for everyone – including your company – over the next ten years.

It's time to recognise and accept this impending change and create a gameplan for a borderless economy.

Here are your four new critical priorities. 

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Four ways to turn your product into a platform

Five of the ten most valuable companies in the world – Apple, Alphabet, Amazon, Facebook and Microsoft – get much of their worth from their “multisided platforms”.

Writing for Harvard Business Review, Andrei Hagiu and Elizabeth J Altman outline four ways you can turn your products and services into a platform, and examine the strategic advantages and pitfalls of each.

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Five tips for success when you’ve inherited a mess

It pays to avoid classic pitfalls when the business you take on has been left in a mess by your predecessor. Taking over leadership of any business, especially as an outsider, is a challenge. 

Over half the leaders who take over a mess will have failed within a year and a half.

Here are five ways to avoid stepping on the land mines that were left for you.

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Why meetings should never mix strategy and operations

As a senior executive, you need to balance the long-term strategic and short-term operational needs of your company. This is not easy, writes Sabina Nawaz for Harvard Business Review, when meetings so readily become dominated by day-to-day concerns.

Here's how to maintain your focus on the long term and stick to the bigger picture.

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Three ways to communicate clearly in changing times

To help people understand your strategic vision and implement the change you want, make sure you send the right signals.

This is especially important during times of strategic change.

Writing in Harvard Business Review, Elsbeth Johnson describes three signals that leaders often get wrong, causing confusion, or even the opposite of what they’ve asked for.

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How to spot an effective CMO with staying power

Marketing is one of the most rapidly developing areas of the business world and your company needs a champion with the qualities to embrace that challenge for the long haul, writes David Clarke for Strategy+Business.

It’s not so many years since the extent of most companies’ marketing efforts was an advert in the telephone directory. Today it’s a specialised field.

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Protect yourself from disruption

Nadav Kander

Traditional companies are not immune from the disruption associated with new technologies. To avoid disaster transform your core operations while growing into new business areas.

If you’re complacent, you leave yourself vulnerable to ‘industry compression’ – a form of slow but dangerous change that results in a prolonged decline in operating profits and revenues.

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Reorganisation: when and how to do it

Bernard Cohen

Market conditions change, and when they do leaders need to decide whether to respond by restructuring or reconfiguring.

There are two key reasons why a company might need to consider reorganisation: to “reduce ‘organisational cholesterol’” or to “change strategic direction in the face of major industry change”.

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How to improve your cybersecurity

Markus Spiske

In order to tackle the increasing threat of cyberattacks, you need to learn to think like a hacker.

Cyberattacks are becoming increasingly common. In 2013 and 2014 Yahoo Inc. was the target of data breaches that resulted in the theft of sensitive information from 1.5bn user accounts. Other high profile companies including Ashley Madison, JPMorgan Chase and Sony Pictures have also been...

Experimentation in the age of superabundant capital

Didier Weemaels

What to do with all that cash stacking up on your balance sheet

Today, financial capital is abundant and cheap. But most of present day leaders cut their teeth under the old rules, in a time when capital was both scarce and expensive. If their business is to thrive in this era of capital superabundance, managers must make the transition from canny investor to robust experimenter.

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Beat the digital disruptors with a new approach to growth planning

Patrick Tomasso

In a world where digital disruption is becoming the norm, traditional growth planning will not guarantee sustainable success.

Writing in MIT Sloan Management Review, Didier Bonnet and Pete Maulik propose new approaches to formulating strategies fit for the digital economy.

 

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Learn to embrace uncertainty

John MacLean

View uncertainty as an opportunity to gain competitive advantage.

When there is market disruption most companies focus on managing the potential negative consequences for their business, with the aim of minimising losses. But when the financial crisis hit in 2008, Hyundai took a different approach; the car manufacturer “leaned into market anxiety”.

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How clear vision can boost the success of your business

John Loker

A leader with foggy focus can lose their direction. So, how do you define your goals and keep your whole team on the same path?

It’s easy to be thrown off course as a new business leader. You seem to know where you’re heading then suddenly you find yourself being swayed by the grand ideas or passions of staff, customers or financial backers.

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Growth could kill your business

Floating Garden by Tom Hammick

If you want your company to continue to flourish, know when to stop growing it.

All managers should pause to consider when high growth is good for their business, and when it is bad. “What should a retailer do when growth slows? Is it doomed, or is there a way to prosper when its business matures?”

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Seven ways to reframe business problems

Tomasz Rynkiewicz

Thinkers from Albert Einstein to Peter Drucker have emphasised the importance of correctly diagnosing problems. So why do we still struggle to get it right?

Companies are good at problem solving. What they struggle with is diagnosing what those problems are.

 

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