[ Strategy ] - Articles for November / December 2010
Emerging risks: The hidden transformers
by Alex WittenbergAs if the challenges facing a business leader today weren’t already formidable, along comes one that may be the most difficult and least understood of all. Emerging risks, unanticipated and unplanned for, such as the eruption of a volcano...
Read More Order Reprint
The execution imperative: The gap-closing trade secrets of companies that consistently get things done
by Richard LepsingerIn the book Execution: The Discipline of Getting Things Done, co-authors Larry Bossidy and Ram Charan essentially wrote that, “It’s all in the execution.” Perhaps the most important step in executing well is to build a bridge that connects...
Read More Order Reprint
CSRisk Management: A new suit of clothes for the naked CEO
by Mark HollingworthThere is risk management as we know it, and then there is CSRisk, as this author defines it, a triad of Creativity, Strategy and Risk Management. As he writes, the development and merging together of these three capabilities will...
Read More Order Reprint
How to manage risk in a global supply chain
by Barry Cross and Jason BoninManaging risk in a global supply chain in many cases requires accounting for and bridging the differences in culture, language, values and organizational behaviour. These authors, with rich and varied experience in managing global operations for multi-national manufacturers, proven,...
Read More Order Reprint
Why aren’t Canadian retail prices coming down? The strong Canadian dollar and the challenge for retail prices
by Ian Gordon | September / October 2011
It is rather easy to blame Canadian retailers for in-store prices that are higher here than in the United States. A detailed examination, however, reveals that a retailer has little control over higher prices for everything from books to...
Read More Order Reprint
Reaping the rewards of cross-business collaboration in mergers and acquisitions
by Suzanne Francis and Jonathan Stearn | September / October 2011
The success rate for mergers and acquisitions could increase considerably if managers from the two companies jointly developed what these authors call the “merger intent,” a picture of what the combined organization should look like one year later. Readers...
Read More Order Reprint
Knowledge Jam: Three disciplines to beat the merger performance odds
by Katrina Pugh | July / August 2011
Mergers fail for several reasons and one of the most common is the failure of managers to plan how to retain the knowledge that existed in both organizations before the merger. Or, simply put, knowledge is too often lost...
Read More Order Reprint
Putting social media to work at Cognizant
by Bala Iyer, Salvatore Parise, Sukumar Rajagopal, and Thomas H. Davenport | July / August 2011
Many companies know what social media can do but many are still unable to apply or leverage social media to distance themselves from competitors. One company that has used social media successfully is the New Jersey-based IT firm, Cognizant....
Read More Order Reprint
Dynamic capabilities: A guide for managers
by David J. Teece | March / April 2011
In the global economy, investing in technology – and only technology – is unlikely to pay off. As this author writes wealth will flow to those that exhibit innovation in a dominant paradigm, own a strong intellectual property position...
Read More Order Reprint
CO-CREATING YOUR BRAND WITH YOUNG WORLD CONSUMER-ENTREPRENEURS
by Mike Dover and Rob Salkowitz | January / February 2011
The powerful combination of youth, technology and rising consumerism across the globe is creating opportunities – and challenges – for companies looking for their next billion customers. Readers will learn how to connect with those “under 30’s” from these...
Read More Order Reprint
MITRE CORPORATION: USING SOCIAL TECHNOLOGIES TO GET CONNECTED
by Bill Donaldson, Bala Iyer, Donna Cuomo, and Salvatore Parise | January / February 2011
Organizations that understand social technologies’ key capability – to enable employees to connect with others to boost job and organizational performance – will realize significant benefits. Thus, organizations need to think strategically about using these technologies to help transform...
Read More Order Reprint
Emerging risks: The hidden transformers
by Alex Wittenberg | November / December 2010
As if the challenges facing a business leader today weren’t already formidable, along comes one that may be the most difficult and least understood of all. Emerging risks, unanticipated and unplanned for, such as the eruption of a volcano...
Read More Order Reprint
The execution imperative: The gap-closing trade secrets of companies that consistently get things done
by Richard Lepsinger | November / December 2010
In the book Execution: The Discipline of Getting Things Done, co-authors Larry Bossidy and Ram Charan essentially wrote that, “It’s all in the execution.” Perhaps the most important step in executing well is to build a bridge that connects...
Read More Order Reprint
CSRisk Management: A new suit of clothes for the naked CEO
by Mark Hollingworth | November / December 2010
There is risk management as we know it, and then there is CSRisk, as this author defines it, a triad of Creativity, Strategy and Risk Management. As he writes, the development and merging together of these three capabilities will...
Read More Order Reprint
