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Staying Competitive Today While Preparing Full-On for Future Success

Idea posted: July 2019
  • Strategy
  • Innovation & Entrepreneurship

Companies must be ambidextrous: they must focus on winning the present while at the same time laying the foundation to win the future. The challenge is that emphasizing one priority can undermine the second. A recent study offers some guidelines for overcoming the challenge of ambidexterity by examining key factors – sometimes complementary, sometime conflicting – that enable companies to focus on the present and the future.

Idea #748
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(Source: Pexels)

Spread Innovation Through Shared Leadership

Idea posted: January 2019
  • Creativity & Innovation
  • Innovation & Entrepreneurship

A new real-world study traces how shared leadership among managers and professionals can ensure that innovation diffuses more widely.

Idea #725
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Source: Pexels

Re-Entering a Foreign Market: Part 2 - Speed

Idea posted: May 2018
  • Strategy
  • Operations

Prior experience impacts the speed with which multi-national enterprises re-enter foreign markets they previously exited — although as time passes, the environmental context of the market becomes more important.

Idea #707
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Source: Pexels

Re-Entering a Foreign Market: Part 1 - Operation Mode

Idea posted: May 2018
  • Strategy
  • Operations

When multinational companies re-enter a foreign market, the key strategic decision is choosing whether to change the operation mode (e.g. distribution partnership, joint ventures, fully owned operations) from their previous experience in the market. A new study finds that the motives of their original decision to exit the market has a great impact on whether they choose the same operation mode or escalate (e.g. from distribution to manufacturing) or de-escalate (e.g. from fully owned operations to joint ventures) their commitment.

Idea #706
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Impression III, Wassily Kandinsky, 1911 (Courtesy: The Lenbachhaus, Munich)

Behavioural Economics: A Power that Goes Beyond Nudges

Idea posted: October 2017
  • CSR & Governance
  • Finance

Behavioural economics solutions to societal problems mostly take the form of economic ‘nudges’ — such as defaults to increase retirement plan enrolments. However, the potential for behavioural economics to help resolve societal problems is far greater than the common nudges. A new paper explains how policy makers have failed to take full advantage of behavioural economics solutions.

Idea #677
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The Money Changer and His Wife, Marinus Claesz van Reymerswaele, 1539 (Courtesy: Prado Museum, Madrid)

Women Do Ask For Raises — But Don’t Get Them

Idea posted: October 2016
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour
  • Operations

A new study debunks two claims — that women are afraid to ask for raises and that this reticence is based on a fear of disrupting workplace relationships — which have been used to blame women, in part, for the gender disparity in pay. Women do ask for raises, but are more likely to be refused than men. 

Idea #628
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Saint Jerome in his Study, Domenico Ghirlandaio, 1480 (Courtesy: Chiesa di Ognissanti, Florence)

Knowledge Leaders to Apply Academic Research to Solve Organizations' Real World Problems

Idea posted: February 2016
  • Innovation & Entrepreneurship
  • Leadership & Change
  • Learning & Behaviour

Knowledge leaders leverage academic research into real-world performance advantages for their organizations in three different ways: direct transfer, selective adaptation, or challenging research conclusions. 

Idea #586
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Beware of Over-Optimistic Investors Skewing High-Risk Stock Prices

Idea posted: September 2015
  • Strategy
  • Finance

Investor sentiment has a, sometimes erroneous, effect on stock market valuations. There is evidence that higher risk stocks become overpriced in periods of optimistic sentiment and undervalued when sentiment is pessimistic. Optimism attracts equity investment by unsophisticated, overconfident, retail investors in risky opportunities while such traders are less active in pessimistic periods. Thus sentiment can wrongly influence company share prices, and both investors and CFOs planning financial strategy should be wary.  

Idea #549
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Napoleon at the Battle of Wagram 1809, Horace Vernet, 1836 (Courtesy: Palace of Versailles)

Ensure the CEO Gets the Right Information at the Right Time

Idea posted: July 2015
  • Strategy
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

CEOs must be informed at all times about all internal and external facets of the company relevant to his or her performance as leader of the company. A personal knowledge infrastructure, based on the right practices, relationships and tools and aligned with the needs and personality of the CEO, can make the difference between leadership success and failure. 

Idea #532
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Character Head N°9, by Franz Xaver Messerschmidt, after 1770. Wien Museum Karlsplaz (Source: Wikimedia Commons)

Facial Cues: Can We Judge Who Looks Like a Leader?

Idea posted: February 2015
  • Leadership & Change
  • Learning & Behaviour

Previous studies have shown that facial characteristics can help elevate a person into leadership roles. New research shows that different facial characteristics fit different domains — for example, businesspeople are expected to look ‘competent,’ while sports leaders look more ‘masculine.’ The research also shows that most people don’t have much confidence in their leadership inferences based on facial cues. But those who are confident, including corporate board members, may unconsciously be placing too much weight on facial cues in selecting leaders.

Idea #479
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Thumbs Up Ballet in a field choreography of Stars in my Eyes, Quebec, 1944 (Source: Wikimedia Commons)

Does Employee Satisfaction Improve Company Value? It Depends...

Idea posted: January 2015
  • CSR & Governance
  • Finance
  • Learning & Behaviour
  • Operations

Recent studies of U.S. companies have shown that increased employee satisfaction is linked to higher value for the firm. But what about companies in other countries? A new study shows that the U.S. results are replicated only in countries that have levels of labour flexibility (ease of hiring and firing) similar to the U.S. Companies in countries with low labour flexibility show a more limited benefit from employee satisfaction.

Idea #478
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The Arctic Expedition - the Crow’s Nest. Cover illustration (detail) for The Graphic, May 1875, by Samuel Edmund Waller

Does Your Organization Need a Chief External Officer?

Idea posted: April 2014
  • CSR & Governance
  • Finance
  • Leadership & Change
  • Marketing
  • Operations

Many large organizations face challenges in managing the demands of external non-market environments — political and social aspects of their working environment. This Idea suggests the creation of a chief external officer and gives some guidance on how to ensure their success.

Idea #362
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