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Mixture' by Jenguin, licensed under CC BY-NC-SA 2.0

Why Tight and Loose Cultures Don’t Mix

Idea posted: June 2019
  • Strategy
  • Leadership & Change

Companies typically have either generally tight or generally loose cultures. Mergers in which a mix of these two types of cultures must come together may fail if they don’t negotiate their cultures.

Idea #742
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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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fMRI brain scan, 2010 (Source: Wikipedia Commons)

Why the Best Strategic Thinkers Are Both Rational and Emotional

Idea posted: December 2015
  • Strategy
  • Learning & Behaviour

The brain, through the magic of fMRIs (neuroimaging procedures), tells the true story of how the best strategic thinkers think: they deactivate their rational, linear prefrontal cortex, and activate the older, intuitive-sensing parts of the brain that triggers emotions and social awareness — the same parts of the brain on which creative artists draw their inspiration. Move over, Porter. Make room for Picasso. 

Idea #574
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David and Goliath, Guillaume Courtois, c.1650 (Courtesy: Capitoline Museums, Rome)

Why Goliaths and Davids Are Poor Network Partners

Idea posted: December 2018
  • Strategy
  • Innovation & Entrepreneurship
  • Leadership & Change

Can a Goliath company or business entity collaborate on equal terms with a network of Davids? A new case study shows that enforcing network rules might make such a collaboration an insurmountable management challenge. 

Idea #721
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The Mexican Stock Exchange (Source: Wikimedia Commons)

Why Companies from Emerging Markets Are Putting the Heat on Multinationals

Idea posted: August 2014
  • Strategy
  • Marketing

While multinational corporations typically establish their dominant competitive advantage thanks to their position in the industry and/or access to strategic resources, somehow firms from emerging markets who have neither of these advantages are beginning to dominate globally — or at least compete for domination — in their industries. The reason: while MNCs compete on position or possession, the emerging MNCs are competing on action. They have developed innovative business models, often as a direct result of conditions in their home markets, that give them the edge. 

Idea #427
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Dark forest behind windows

When Growth Fails: Managing the Dark Side

Idea posted: January 2013
  • Strategy
  • CSR & Governance
  • Leadership & Change
Institutions: IESE Business School

Fast growing businesses are susceptible to failures. To sustain the enterprise executives must know how to manage the aftermath of an organizational failure. Specifically, the authors point to mindset shifts that can improve leadership in volatile environments. These include: collaborating with critics, making sure everyone is on the same page, and above all remaining grounded in a strong set of personal values.

Idea #030
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When Does Downsizing Hurt Customer Satisfaction?

Idea posted: April 2015
  • Strategy
  • Marketing
  • Operations

Past research based on B2B industries show an intuitive link between downsizing the workforce and lower customer satisfaction. A new study focused on B2C industries reveals that the link is more complex, depending on factors such as organizational slack, labour productivity, and the emphasis on innovation. The study does confirm that downsizing reduces customer satisfaction, which then reduces financial results.

Idea #507
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What Your Company Can Learn from Supercompetitors

Idea posted: October 2014
  • Strategy
  • Finance
  • Operations

Competitive strategy is no longer about assets, positions and economies of scale. Supercompetitors such as IKEA or Amazon build on distinctive capabilities that are scalable and relevant to offer one single powerful value proposition that transforms their industries.

Idea #445
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Image by OpenClipart-Vectors from Pixabay

What Makes a Good Corporate Strategic Thinker?

Idea posted: October 2020
  • Strategy
  • Learning & Behaviour

What is strategic thinking? Two researchers identify the ten key capabilities of this familiar but rarely defined concept.

Idea #776
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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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Playing cards from the French Republic (1793-94), revolutionary images replace Kings and Queens

The Role of Identity When an Organization's Purpose Changes

Idea posted: May 2015
  • Strategy
  • Marketing
  • Operations

How do organizations respond to multiple business logics with conflicting sets of rules and norms? New research based on a study of four French business schools reveals that institutional and organizational identities will guide an organization’s response.

Idea #514
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‘Circle reflect wikipedia 2’ by Dachris, 2006 (Source: Wikimedia Commons)

The Rise of Integrated Corporate Reporting

Idea posted: October 2015
  • Strategy
  • CSR & Governance
  • Finance

Creating an integrated report enables companies to communicate an holistic picture of their prospects, one that is broader than offered by traditional financial reports. Integrated reports cover strategy, governance, performance and forecasts. A new framework for ‘Integrated Reporting’ (IR) has been created to help organizations bring these elements together. Integrated reports benefit both external stakeholders and leaders within the organization.

Idea #555
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British generals, during the Battle of Gazala, 1942 (Source: Wikimedia Commons)

The Power of Scenarios to Open New Perspectives

Idea posted: February 2016
  • Strategy
  • CSR & Governance
  • Innovation & Entrepreneurship
  • Learning & Behaviour

Well-known as a strategic planning tool, the scenarios methodology can drive potent academic research that shatters assumptions and reveal radical new perspectives on major issues and problems.

Idea #582
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The Impact of Technology and Social Media on Sales Relationships

Idea posted: March 2013
  • Strategy
  • Marketing

Technology, and especially social media such as Facebook and LinkedIn, has fuelled an ‘always on’ culture. The pervasiveness of social media is fundamentally altering the methods through which buyers and sellers interact — salespeople feel obliged to respond immediately to communications from anywhere in the world, at whatever time. Potentially there is a revolutionary change in the way contemporary selling is conducted, driven in large measure by social media technology.

Idea #112
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Stock trading on the New York Curb Association market, with brokers and clients signaling from street to offices, 1916 (Source: Wikimedia Commons)

The Impact of Ideal Vs Problematic Shareholders

Idea posted: October 2014
  • Strategy
  • CSR & Governance
  • Finance

In an ideal world, companies would spend significant time managing their shareholder base, striving to attract the ideal shareholder: a shareholder with a long-term investment horizon who will allow the company to make long-term investments and not push for short-term results. Shareholders with short-term investment horizons drag down share prices or increase their volatility by focusing on short-term results.

Idea #447
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Robert Maxwell, media tycoon and owner of Mirror Group Newspapers, 1991 in London. Maxwell died in November 1991 (Copyright: Shutterstock)

The Curse of the Narcissistic CEO

Idea posted: June 2014
  • Strategy
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

In theory, strategic decision-making is a democratic process in which the knowledge and previous experience of all executives is brought to bear. In practice, it doesn’t always work that way. A recent study finds that more narcissistic CEOs fail to pool knowledge effectively, putting themselves and their own experiences first. This underlines the importance of checks and balances on CEO power.

Idea #404
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Sustainable People Policies for Sustainable Organizations

Idea posted: January 2013
  • Strategy
  • CSR & Governance
  • Operations

Are human sustainability policies any less vital for a 21st Century organization than environmental ones? While the surface effects may not be so obvious, the impact on society can be huge. As pace-setting companies and cultures re-optimise toward ‘higher order fundamentals’ like human prosperity; well-being, happiness, satisfaction – employee health becomes a crucial conversation to have.

Idea #010
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Family Portrait, Cornelis de Vos, 1631 (Source: Wikimedia Commons)

Surviving a Recession: Seven Lessons from Family Businesses

Idea posted: June 2014
  • Strategy
  • CSR & Governance
  • Innovation & Entrepreneurship

Family businesses tend to outperform companies with more dispersed ownership structures during economic downturns. Their ‘star’ quality is resilience — and it results from a set of strategic choices that put the long-term interests of the business first.

Idea #400
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FAEF conference room, Fairport, NY (Source: Wikimedia Commons)

Supervising Projects Despite Limited Time and Expertise

Idea posted: June 2017
  • Strategy
  • Leadership & Change

Time and expertise limitations can cause steering committees (SCs) in charge of major and complex strategic projects to make errors in judgement and decision-making. The result: such common but serious problems as being late and over-budget. Proactive steps and awareness can help SCs avoid the traps.

Idea #661
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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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Photo by Steve Halama on Unsplash

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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Stakeholder-Focused Accounting: Value Creation and Risks

Idea posted: December 2015
  • Strategy
  • Finance

Current accounting methods inadequately represent and reward stakeholder value creation. Value-creation stakeholder accounting (VCSA) — which combines the disciplines of accounting, value creation and stakeholder theory — is the theoretical foundation for new stakeholding-focused accounting. The best mechanism for implementing the theory is through value-creation stakeholder partnerships (VCSPs), derived from partnership accounting (as opposed to traditional entity convention accounting). 

Idea #571
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Photo by Markus Spiske on Unsplash

Stakeholder Pressure Leads to Significant Environmental Strategy Adoption

Idea posted: September 2019
  • Strategy
  • CSR & Governance

A new study shows that the more pressure consumers, shareholders, regulators and other stakeholders apply to companies to reduce greenhouse gas emissions, the more companies integrate environmental considerations into their strategic planning, which leads to significant, positive results.

Idea #750
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Argentinian Tango, Buenos Aires, 2009 (Source: Wikimedia Commons

Smart Moves – the Tango and Modern Leadership

Idea posted: June 2013
  • Strategy
  • Leadership & Change
  • Learning & Behaviour
Institutions: IE Business School

The tango is presented as a metaphor for leadership in the modern world. Although it has adapted to changing social structures and attitudes to gender, it remains a passionate and emotionally powerful pastime. It also provides leaders with a novel approach to assessing their own management capabilities.

Idea #159
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Aircraft Workers on Lunch Break, 1942 (Source: Wikimedia)

Reenergizing Lunch Breaks and the Role of Autonomy

Idea posted: September 2013
  • Strategy
  • Learning & Behaviour

Intuitively, a lunch break will give employees a chance to stop working and restore some energy for the rest of the day. New research, however, shows that not all lunch breaks are restorative. Indeed, it is not only what employees do during lunch but whether they had a choice in what they did that makes a difference. The researchers demonstrate that the less choice or ‘autonomy’ given to employees over their lunch breaks, the less rested or reenergized they will feel by the end of the workday.

Idea #208
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WAAF plotters at work in the Operations Room at No. 11 Group HQ at Uxbridge in Middlesex, 1942 (Courtesy: Imperial War Museum, London) Copyright?

Reallocating Resources to Realize Strategic Goals

Idea posted: March 2014
  • Strategy
  • Leadership & Change
  • Operations

Does your organization keep allocating the same resources to the same business units year after year? Such inertia makes it difficult to realize strategic goals and ultimately undermines performance and profitability. The answer is to regularly adjust resource allocation, but, according to this Idea, failure to pursue active reallocation policies is due to multiple causes.

Idea #342
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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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The Royal Malay Regiment get ready at the Malaysian King Sultan Mizan Zainal Abidin birthday parade on June 4, 2011 in Kuala Lumpur, Malaysia. (Source: Shutterstock)

Rapid Response Teams: Strategic Renewal for Organizations

Idea posted: February 2014
  • Strategy
  • Leadership & Change

The world changes rapidly these days. Technologies move on and companies adapt – or not in some cases. The problem lies in being able to change as quickly as the environment in which your business operates. But change management need not be crisis management. Through a process of strategic renewal leaders can develop a set of practices that can guide their organizations to a new era of innovation. 

We often find it easier to resist change rather than embrace it, but this process allows leaders to approach the future and all its uncertainties with confidence, while acknowledging the

Idea #331
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Principles of Competitive Global Talent Management

Idea posted: February 2013
  • Strategy
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

Companies must use talent management to build and sustain a talented workforce. Recruit, develop, deploy and retain the right people; these are the core aims of a successful global talent management strategy. Rather than follow untailored ‘best practices’ to do that, a company can subscribe to six outline principles that are consistent with the organization’s overall strategy and culture.

Idea #018
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