Before you rush into a change programme, make sure it’s the right one.
Understand the catalyst for transformation, your underlying quest, and the leadership capabilities needed to see it through.
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The best social-purpose programmes are authentic, inform innovation and steer investment towards social causes.
Match your firm’s social aspirations to its growth needs to create social programmes that meet consumers’ expectations and build business value.
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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.
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.
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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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.
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.
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.