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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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Yellow-Red-Blue, Wassily Kandinsky, 1925, Musee National Art Moderne, Paris

Is There an Open Business Model Right for Your Company?

Idea posted: August 2014
  • Strategy
  • Innovation & Entrepreneurship

As open business models, in which knowledge, competencies and resources from external firms are integrated into the business model of a company, become more widespread, companies with traditional closed business models are striving to determine if they should follow suit, and when. By understanding the antecedents of open business models — the internal and external factors that encourage or require the move to openness — companies can make a more informed decision on whether (and when) to change and adapt their business models.

Idea #432
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HQ Controls and the Speed of Strategic Decision-Making

Idea posted: March 2014
  • Strategy
  • Leadership & Change
  • Learning & Behaviour

How do control mechanisms set by corporate headquarters in large organizations influence decision-making speed at lower levels? In this Idea, six types of corporate controls are identified, their effects on decision speed are discussed, and the key mechanisms accounting for these effects are outlined.

Idea #339
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Four Ways CEOs Can Align Function Heads with Corporate Strategy

Idea posted: November 2013
  • Strategy
  • Leadership & Change

Corporate functions often lack strategic direction from CEOs. As well as underperformance, this can also lead to many other issues, such as bureaucracy on the part of function heads. But according to this Idea, four simple changes to normal management processes can help to avoid this and align corporate strategies between CEOs and corporate functions.

Idea #274
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To Centralize or Not to Centralize?

Idea posted: January 2013
  • Strategy
  • CSR & Governance
  • Learning & Behaviour

The decision as to whether or not to centralize can be a difficult one for CEOs. This Idea suggests that three critical questions can provoke thoughtful debate and help teams make better choices: 1) is it mandated?; 2) does is add significant value?; and 3) are the risks low? No to all three questions would signal to a decision-maker not to centralize, whereas yes to even one can justify centralization.

Idea #049
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