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‘Reiter’, Wassily Kandinsky, 1911 (Courtesy: Museum Boijmans Van Beuningen, Rotterdam)

Super-Fluid Companies Keep Pace with Customer Needs

Idea posted: April 2021
  • Strategy
  • Marketing
  • Operations

An in-depth study of Huawei Technologies reveals how innovative organizational structures and radical leadership development strategies create a ‘super-fluid’ corporation ready to adapt to the challenges of continuously changing customer needs.

Idea #790
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Lighter Relieving a Steamboat Aground, George Caleb Bingham, 1847 (Courtesy: The White House, Washington D.C.)

Ignoring Collaborative Demands Sinks Agile Teams

Idea posted: November 2019
  • Strategy
  • Leadership & Change
  • Learning & Behaviour
Institutions: Babson College

Many organizations ignore the collaborative demands of agility and are then surprised when agile teams fail to produce the expected results. Four collaborative practices based on organizational network analysis takes full advantage of social networks to enhance the success of agile initiatives.

Idea #757
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Aligning Your Organization for the Digital Future

Idea posted: October 2016
  • Strategy
  • Leadership & Change

A global survey of executive and managers reveals that many companies are ill prepared for the disruption that digital trends will bring to their organizations and industries. A minority of ‘digitally matured’ companies, however, are making the required cultural, talent management and strategic changes.

Idea #633
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Why the Chief Marketing Officer Matters

Idea posted: February 2016
  • Strategy
  • CSR & Governance
  • Leadership & Change
  • Marketing

The position of Chief Marketing Officer has come under fire recently, with some arguing that a CMO does not really add value to a company. A new research study counters this view; showing that companies with CMOs perform up to 15% better than companies who leave the CMO seat empty. 

Idea #581
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Organizational Resilience Is Reinforced by These Two Variables

Idea posted: January 2016
  • Strategy
  • CSR & Governance

Demonstrating the role of governance in resilience, a new study shows that employee-owned businesses (EOBs) are more likely to resist the damage from an economic downturn than non-EOBs — however, only if ownership is accompanied by a strong employee voice in company decisions at all levels. 

Idea #577
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A Philosopher Giving a Lecture on the Orrery, Joseph Wright of Derby, 1766, Courtesy: Derby Museum and Art Gallery

How to Motivate Subsidiaries to Share Useful Know-How with Others in the Group

Idea posted: October 2014
  • Strategy
  • Operations

Building competence takes time and money. Subsidiaries of multinational corporations are therefore going to focus more on building competence that helps them, and not worry about other subsidiaries. However, parent companies can motivate subsidiaries to develop internationally useful competence by: making the creation of such competence part of a subsidiary’s mission, increasing the interface among subsidiaries, and granting them operational (but not strategic) autonomy.

Idea #444
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Balancing Local and Global Efficiency with Anchored Agility

Idea posted: October 2013
  • Strategy
  • Leadership & Change
  • Operations
Institutions: IMD

If your organization is struggling to balance local flexibility and global efficiency, it is not the only one; even leading multinationals are facing the problem of managing fixed vs. local needs. According to this Idea, the solution lies in adopting a framework called ‘anchored agility’. 

Idea #247
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Humanoid with his knowledge of universe on space background

Embed the Strategy (Do Not Rely on Cascading)

Idea posted: May 2013
  • Strategy
  • Leadership & Change
  • Learning & Behaviour
Institutions: INSEAD

It’s not enough to ‘cascade’ strategy down through the chain of command. Senior leaders need a ‘direct line’ of communication with employees. Decisions about the future of the business need to be explained by those who make them. Supervisors and middle managers help to embed strategy by creating the working conditions that make it possible — not by ‘parroting’ the ideas of senior leaders

Idea #143
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