Sometimes, a drive for change within a company can lose momentum and people, teams or the whole organisation can revert to the old strategy. The challenge of dealing with such a scenario is discussed by Amy Gallo on HBR.org.
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Peter Vanden Bos explores the subject of business goals and how to set them on Inc.com, pointing out that smart CEOs might well understand the value of drawing a clear road map, but working out which direction to take is not easy task.
On Forbes.com, Sangeeth Varghese discusses the "refreshing advice" found in a book by Chip and Dan Heath called Switch: How to Change Things When Change Is Hard.
Acquisitions come under the spotlight of Marc Goedhart, Tim Koller, and David Wessels on the McKinsey Quaterly website, as they explore the five acquisition strategies most likely to create value. The authors admit that "there is no magic formula to make acquisitions successful".
Leslie Gaines-Ross uses Harvard Business Review to highlight the issue of companies' reputations coming under attack from "small-scale adversaries in command of a surprisingly potent new-media and social network arsenal: blogs, tweets, text messages, online petitions, Facebook protest sites, and digital videos".
Rather than start with best practices, you should find your industry's worst practices and look for ways to better them – that's the argument put forward by Umair Haque on his HBR.org blog.
Best practices are hard to practice, says Ron Ashkenas on his HBR.org blog, and he explains why, offering some examples.
Writing for MIT Sloan Management Review, Sriram Dasu and Richard B. Chase attempt to answer the question, "How can service organisations make their encounters with customers more positive?"
On the Harvard Business Review website Patrick Barwise and Seán Meehan offer advice on brand-building, pointing out that the rise of social media means it has never been more important to get the branding fundamentals right.
On the McKinsey Quarterly website, Roger Roberts, Hugo Sarrazin and Johnson Sikes explore a new model for managing IT which combines factory-style productivity to keep costs down with a more nimble, innovation-focused approach to adapt to rapid change.
Carolyn M. Brown of Inc.com offers advice on how to successfully rebrand your business, pointing out that you can't run your company the same way forever.
Have you tested your strategy lately? That's the question posed by Chris Bradley, Martin Hirt, and Sven Smit on the McKinsey Quarterly website.
Paul Nunes and Tim Breene urge you to "reinvent your business before it's too late" in Harvard Business Review.
Bob Shaw of Forbes.com discusses how companies can grow in tough times by tuning into consumers' pricing and discount sentiments.
Why are so many companies avoiding the use of social media internally, or failing to make it work effectively within their organisation?
This is a question addressed by Quy Huy and Andrew Shipilov, writing for MIT Sloan Management Review.
Although the term “family business” often suggests a small to mid-sized company, family-controlled enterprises play a powerful role in the world economy.
The role of Chief Strategy Officer (CSO) is relatively new in business, but it’s increasingly significant. The duties involved can vary depending on the organisation, and it’s important for boards and CEOs to identify the kind of CSO they need.
The chances are that at some point your company will have to undergo transformation in order to respond to shifts in the market, new technologies or disruptive startups.
The difficult question of how boards should deal with the financial crisis is discussed by top consultants Ram Charan and Tom Neff via an interview by Geoff Colvin at Fortune.
What’s the most valuable attribute that a manager can possess and develop?
Whose business is it in an organization to look for ‘concepts’?
Because concepts can occur to anyone at any time, it is everyone’s business to look for concepts. Like many things that are ‘everyone’s business’, concepts end up by being no one’s business. Of course, corporate strategy teams do a lot of concept thinking.
When work is offshored, whether to India, China, Russia, etc, one key question that the end-user organisation needs to resolve is how to staff the operation. Offshore staffing issues are prevalent, whether the firm offshores to a captive operation or to a third party supplier. To maintain and improve the level of service, it is crucial that the highest quality of staff be found.
The offshoring of business processes to low-cost countries, having grown substantially over recent years, has become an increasingly important part of the senior management agenda at most Fortune 1000 companies. The trend has been led by institutions in the UK and US, and is far more developed in some industries.