Innovation is often viewed as more art than science.
Here's a structured approach to developing new products, using ‘patient’ and ‘impatient’ innovation strategies.
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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.
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.
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.
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.
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”.
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...
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....