5-Forces Industry Analysis |
A look at Porter’s 5-Forces Industry Analysis as a tool to assess
the key success factors in the National Basketball Association. 2005 |
|
A
Portfolio of Strategic Leaders |
What is the relationship between a leader's personal characteristics
and the life cycle stage of a business? How does a company's
strategic competitive differentiator influence the effectiveness of
the leader? When strategy changes, must leadership also change? |
|
Achieving Measurable Performance Improvement in a Changing World |
KPMG has released a white paper assessing how organizations are
addressing the challenge of bringing insightful and reliable
information into strategic decision-making. Pdf-file |
|
Analysis of Business Strategy |
This article defines strategy, explains how to identify a business
strategy, and then discusses how to evaluate one. |
|
Branching Out From The Core |
IT can help companies identify growth opportunities and strategies
outside the core business. 2004 |
|
Building a Customer-centric Company |
Four experts to discuss how service works in a truly
customer-centric company |
|
Building and Sustaining Intellectual Assets |
For most organizations, the most key element is the intangible we
label "Intellectual Assets." These take the form of Competencies and
Culture and are largely embodied in our people. |
|
Building Digital Value Chains |
The modern value chain is far more complex than those of even a
decade ago. New levels of connectivity, a relentless focus on
cost-cutting and core competency, and market demand for innovation
have created monstrously complex interactions between enterprises.
This is especially true with alliances and partnerships in a new
category of value-chain relationships called "smart-sourcing." 2005 |
|
Champion, Citizen, Cynic? Social Positions in the Strategy Process |
This study is focused on the social positions of individual
organizational members in organizational strategy processes.
Strategy is a social practice existent in a wide variety of
different organizations, influencing, either directly or indirectly,
a large number of organizational members. The objective of this
study is to understand and illuminate the variety of social
positions assumed by organizational members from the CEO to the
operative employee level in organizational strategy processes.
Dissertation. pdf-file 2003 |
|
Chance favors the prepared mind |
Spotting the leading indicators of change through Strategic
Anticipation. Pdf-file 200 KB |
|
Chance, Choice and Determinism in Strategy |
Our discipline lacks a fundamental theory of causation, one that
integrates strategic choice and deterministic perspectives and
leaves room for chance. In reply, we venture beyond strategy and the
organization sciences into intellectual history and complexity
theory. pdf-file 2004 |
|
Channel Conflicts |
Mapping the way to overcoming channel conflict. February 2001 |
|
Channel Conflicts II |
New channel opportunities: The channel conflict strategy matrix.
February 2001 |
|
Collaboration |
Will you sell out or outsell? Collaboration can make the difference.
Despite the considerable benefits promised by collaborative
planning, forecasting and replenishment (CPFR), three primary fears
keep many companies from tapping its potential. Weighing these fears
against reality reveals a clearer picture of the benefits and risks
associated with CPFR. |
|
Competing for the Future: a means to intent |
It has been suggested that Hamel and Prahalad's book Competing for
the Future proposes a business paradigm where the ideas of strategic
intent and core competences replace the notion of strategy advocated
by Michael Porter. This paper explores the implied dichotomy in the
former statement by teasing out the inherent ambiguities and irony
that is strategy as a process. |
|
Congruence Model |
A roadmap for understanding organizational performance |
|
Contextual Bundling: A New Angle when Strategizing for Higher Market
Penetration |
Bundling has emerged as a key issue in current marketing and
business thinking. By extending contemporary conceptualizations,
this article proposes a new approach to bundling for both marketing
of products and services. pdf-file. 2005 |
|
Controlling the Choke Point |
Chris Tchen explains why "choke-point" control is more vital to
corporate success than ever before |
|
Core Competencies in a Stakeholder View |
pdf-file 2002 |
|
Corporate Development |
Slide show on corporate strategy, portfolio management tools, new
venturing and turnaround strategy |
|
Corporate Strategy Development Process |
Understanding the influences behind the choice of corporate strategy
development process. Companies approach corporate strategy in many
different ways. Why? Pdf-file |
|
Countering strategic risk with pattern thinking |
How to identify tomorrow's profit zones before the competition.
Pdf-File 300 KB |
|
Creating Strategic Value by Balancing Risk and Opportunities |
No risk - no reward? The old mantra of business seems to have lost
its meaning: cut-throat competition, ever-emerging markets and a
general loss of trust in economic stability has led many
corporations to tread overly carefully. But help is on the way. In
the last couple of years risk management tools and methodology from
the financial services sector have been more and more transferred
into everyday business. In this article Brecht and Bassler explain
the foundations of this approach. pdf-file 132 KB. 2005 |
|
Critical Success Factors |
This paper describes the concept of critical success factors as a
method of addressing the managerial information needs that is
important to success in goal achievement. Pdf-file |
|
Critical success factors and competencies in standardisation
strategy |
In this paper, we try to give a little contribution in the study of
applications of competence based management. We have studied the
role of competencies in the success of standardisation strategy.
Pdf-file |
|
Customer Profitability |
Consumer products companies compete fiercely for the business of
large retailers. Customer profitability analysis can ensure that
those efforts deliver positive return on investment. Pdf-file 2003 |
|
Cutting Costs at What Price? |
When the short-term outlook says "cut back," what does that mean for
the future? Companies that indiscriminately cut costs could end up
struggling with shortages of skilled workers and experienced
managers, low employee morale, poor customer relations, and a lack
of infrastructure and resources. |
|
Determining where a product stands on the Product Life Cycle curve |
It is sometimes difficult for managers to determine exactly where an
existing product stands in the Product Life Cycle curve. This
article explains why and gives recommendations on how managers can
overcome this challenge. |
|
Donating Intellectual Assets |
Recently, a handful of corporate leaders pioneered a new way to mine
unused technology: Donating undeveloped patents and copyrights to
not-for-profit organizations, such as universities or medical
research centers. Handled in the right way and for the right
reasons, donations can create win-win situations for everyone
involved, from shareholders to the public. |
|
End
of Life: Retiring a Product |
Outdated software can turn into a monster. How do you discontinue a
product that is no longer profitable? And how do you know that it's
time? |
|
Environmental Management |
Sustainability, Eco-Efficiency, Life-Cycle Management and Business
Strategy. This article outlines some of the rationale for
integrating environment and sustainability issues into core business
practises and provides some guidance on how companies can begin to
take a strategic view when selecting environmental management tools.
pdf-file |
|
Escape The Founder’s Trap |
If you are a successful entrepreneur, at some point you will be
concerned about being caught in the founder’s trap. In 'Corporate
Lifecycles' Ichak Adizes uses that term to describe your inability
to make the transition to an organization with strong administrative
systems, and to supplement your personal drive and magnetism with
professional management. The founder’s trap is a limit to your
growth, and could spell the demise of your company. pdf-file |
|
Experience Spillovers across Corporate Development Activities |
This study develops a theoretical explanation for the existence of
positive, as well as negative, experience spillovers across
corporate development activities. The argument is used to understand
how alliance experience influences the performance of acquisitions
in the US commercial banking industry. pdf-file 2001 |
|
Exploring Strategy and Board Structure in Nonprofit Organizations |
This research explores how nonprofit managers conceptualize their
organization’s strategic orientation toward products and services
and in what way the governing board is structured to match that
orientation. pdf-file. 2004 |
|
Extending Product Life Cycle Stages |
The Product Life Cycle (PLC) model is introduced and its merits and
faults are addressed. Considerations, ways and reasons to extend
PLC stages are explained. Examples are provided to show how product
marketing and management strategies can be used at different PLC
stages to help establish market dominance and drive sales. |
|
From competitive advantage to value innovation |
pdf-file |
|
Guerrilla Tactics |
Low-cost, creative strategies allow you to fight and win in today's
marketplace. |
|
Have We Run Out of Big Ideas? |
As most corporations hunker down into cost-cutting mode, no one is
touting their version of the Next Big Thing. But there's something
out there that we all may be missing. 2003 |
|
Hidden champions |
In Hidden Champions Professor Hermann Simon refers to a group of
companies of medium to small size that are low profile and highly
profitable. They are typically durable but wary of trumpeting their
own success. And yet, most impressively, they are often a leader in
a narrow or niche market sector. pdf-file (see our literature
recommendation) |
|
How
are decisions made? Exploring the Strategic Decision-Making Process |
In business, managers seem to make decisions and afterwards look for
ways to justify the decisions. Why is business conducted this way?
What is the process for decision-making? Abstract; pdf-file
available for download. 2005 |
|
How
companies can end the cycle of customer abuse |
Customer abuse ranges from the trivial but annoying (rental car
companies charging exorbitant rates to fill up the tank when you
return a car) to the potentially life-threatening (pharmaceutical
companies quashing negative findings on their drugs while trumpeting
the benefits on television). The earnings that result from this kind
of customer abuse are bad profits and too many companies are
addicted. pdf-file 2006 |
|
How
do you win the capital allocation game? |
To remain competitive, a company needs to align its capital
budgeting system with its overall strategy. |
|
How
to Prevent Legal Disasters in Today's Global Marketplace |
Without taking additional precautionary measures, you forfeit your
ability to control warranty and liability limitations, to restrict
and manage overseas distribution and to fully protect your
intellectual property. How can you control your liability ahead of
time? Here are several steps to take. |
|
How
To Revolutionize Your Business |
Sometimes the only way to avoid stagnation is to force your company
in a direction it doesn’t want to go. |
|
Integrity-Driven Performance: A New Strategy for Success |
Read about a new strategy for achieving corporate success through
integrated governance, risk and compliance management. 2004 |
|
Is
Bigger always Better? |
During the past two decades, some of the world’s most admired public
companies have been explicitly built on the promise of dominant
scale. But there are significant limitations to the advantages of
size, and rather than focus on a scale-as-endgame strategy,
high-performance businesses pay greater attention to achieving the
right balance between scale and other key performance factors. 2004 |
|
Making Sense of Executive Pay |
What is the right way of aligning executive pay and shareholder
value? First, be clear about what really drives a company's value.
Second, link pay to successful strategy execution, as well as to
outperforming peers in the stock market. Pdf-file 2003 |
|
Management tools survey 2003 |
Usage up as companies strive to make headway in tough times.
Pdf-file |
|
Management tools survey 2005 |
Bain & Company's 2005 Management Tools & Trends survey finds that
the influence of technology on management tools choices is taking
hold. |
|
Managing for Today & Tomorrow: Strategy & the High Performance
Business |
Accenture evaluated high performance in individual companies by both
qualitative and quantitative measures. Despite their differences to
the generalist eye, our research shows that these companies share
common characteristics. 2004 |
|
Market Niche Entry Decisions |
Competition, Learning and Strategy in Tokyo Banking, 1894-1936.
pdf-file |
|
Market Performance and Competition: A Product Life Cycle Model |
The paper introduces a new simulation model of market dynamics by
integrating several
concepts of evolutionary economics. Pdf-file |
|
Market-Driving Organizations: A Framework |
The first section of this paper presents an overview of
market-orientation, market-driven, and market-driving strategies.
The second section provides a framework to better understand the
process involved in creating and implementing a market-driving
culture. Finally, the last section examines the relationship between
market-driving strategies and business performance. 2004 |
|
Matrix Organizational Structure |
The structure of choice among CEOs is the matrix. The secret to
success is to build on its strengths while managing its weaknesses.
Pdf-file |
|
McKinsey Matrix |
This article introduces the McKinsey Matrix / GE Matrix as a tool
for portfolio management |
|
Micro Strategy and Strategizing: Towards an Activity-Based View |
The authors propose an acitvity-based view of strategy that focuses
on the detailed processes and practices which constitute the
day-to-day activities of organizational life and which relate to
strategic outcomes. Pdf-file |
|
Mintzberg's Taxonomy of Organizational Forms |
|
|
New
Metrics for Market Share: Lessons from the Airlines |
Identifying a target market share is indispensable for strategic
goal setting. Dramatic shifts in the airline industry show how
certain time-honored measures can be misleading, even dangerously
so. New metrics assessing exposure to disruptive competition are
critically needed by old-line carriers if they are to meet the
challenge of aggressive newcomers. The airlines' story is hardly an
isolated one - it has lessons for consumer companies that might be
similarly buffeted by a changing business environment. pdf-file 2006 |
|
Organizational Architecture: A Framework for Successful
Transformation |
This paper overviews the purpose of organizational architecture.
Particular emphasis is given to a step-by-step approach an
organization can take to discover or create its own organizational
architecture. Pdf-file 115 KB |
|
Organizational Theory: Determinants of Structure |
The objective here is to understand why organizations have the
structure that they do. By "structure" the author means things like
degree and type of horizontal differentiation, vertical
differentiation, mechanisms of coordination and control,
formalization, and centralization of power. |
|
Organizing for Performance |
Modern firms improve the interplay between strategy and
organization. BP offers a useful example. |
|
Organizing for the Future |
Conceptual Framework and empirical Evidence from Successful German
Companies |
|
Product Life Cycle Management |
For a company to successfully manage a product’s life cycle, needs
to develop strategies and methodologies, some of which are discussed
in this paper. Pdf-file |
|
Reflecting on the strategy process |
In this article, Henry Mintzberg discusses the process of strategy
making and the ten "schools" of strategy |
TOP |
Reinvent Your Company |
At companies like GE Capital, Enron, and Schwab, billion-dollar
business ideas bubble up from the ranks. Here are ten rules for
designing a culture that inspires innovation. |
|
Resource Based View |
Is the resource based view a useful perspective for strategic
management research? |
|
Scenarios, Strategies and the Strategy Process |
Describes strategy and the strategic process |
|
Stakeholders and Strategic Management: The Misappropriation of
Discourse |
This paper critically examines the relationship between stakeholder
theory and strategic management. The paper reveals how stakeholding
can become a crude means of manipulation which provides a surface
gloss to managerial decisionmaking but leaves fundamental
inequalities unchanged. pdf-file |
|
Strategic capabilities: Changing games |
Leading Internet companies like embay, Amazon, NetZero and E*Trade
created disruptive change. The capabilities they offer are not new,
but they all changed the rules of the game by forming new
coalitions, providing new information and changing the order of play
for transactions. pdf-file |
|
Strategic Deployment: A Key to Profitable Growth |
Matching Capabilities and Plans to Customer Needs. Pdf-file |
|
Strategic Game Theory for Managers |
A set of slides for a lecture on game theory |
|
Strategic Organization as an Interdisciplinary Agenda within the
Field of Strategy |
How Do Firms Change in the Face of Constraints to Change? An Agenda
for Research on Strategic Organization. Pdf-file 2002 |
|
Strategic Purchasing |
... will turn buyer - supplier confrontation into cooperation.
Simon-Kucher conducted an international investigation of purchasing
management. Several trends are emerging |
|
Strategic Scanning and Learning in the New Competitive Landscape - A
Learning Approach |
In this paper we will attempt to throw new light on the increasingly
relevant, albeit not new, subject of strategic scanning by applying
a learning perspective to well-known theoretical approaches to
strategic scanning and issue management. The reason for doing so is
quite simple – in hyper-competitive markets, it has never before
been more important to be able to scan the environment and learn
from the signals of the scanning system. 2004 |
|
Strategic Thinking and Strategy Analysis in Business |
A Survey on the Major Lines of Thought and on the State of the Art.
1999. Pdf-file |
|
Strategy as strategic decision making |
This article describes strategy as strategic decision making,
especially in rapidly changing markets. Its underlying assumption is
that "bet the company" decisions - those that change the firm's
direction and generate new competitive advantages - arise much more
often in these markets. |
TOP |
Strategy in Action |
Strategy is all about creating value for your shareholders. A
strategy map is your guide to getting there. Q&A with Robert Kaplan
and David Norton. 2003 |
|
Strategy innovation and the quest for value |
What will catalyze the emergence of new, viable strategies in a
successful, but complacent, company? Article by Gary Hamel 1998 |
|
Strategy Is... A Lot of Things |
Strategy Is Execution |
|
Sunk Costs, Commitment, and Strategy |
Commitment is a necessary prerequisite for gaining sustainable
competitive advantage. The aim of the paper is to analyse potential
trade offs between the advantages and disadvantages of commitment
and to give an overview of the factors that influence the optimal
timing and extent of irreversible investment. The analysis is based
upon the concept of sunk costs. pdf-file |
|
Surviving Supply Chain Integration: |
Strategies for Small Manufacturers. Fulltext online version of the
book, direct access to each chapter |
TOP |
The
Bigger Picture |
For CIOs, long-range planning is an increasing important challenge.
Gary Hamel and four IT executives offer their views on doing it
well. |
|
The
Contribution of Lateral Thinking to Strategy |
This paper adopts the distinction between strategy and planning, and
looks at the contribution of lateral thinking to strategy theory and
practice. The paper surveys de Bono's published works which are
dedicated to the idea and practice of lateral thinking, and looks at
the distinction between lateral thinking and creative thinking. |
|
The
Core’s Competence |
The case for recentralization in consumer products companies. 2005 |
|
The
Deconstruction of Value Chains |
The logic of value is undermined, patterns and implications of
deconstruction; article by Carl Stern |
|
The
Dirty Little Secret of Strategy |
A writer-turned-guru is applying himself to the mystery of how
companies become revolutionaries. |
|
The
Economic Modeling of Strategy Process: “Clean Models” and “Dirty
Hands” |
The authors argue that their model of learning in alliances (Khanna,
Gulati and Nohria, 1998) is an economic model of strategy process.
They discuss implications of this view for the strategy process
versus content debate, for the appropriate testing of models of
strategy process, and for the role of economics in helping
understand strategy process. pdf-file 2000 |
|
The
e-Corporation |
In Fortune's cover story, Gary Hamel and Jeff Sampler explain how
the revolution of consumer buying over the Web changes the model for
all businesses. |
|
The
Effect of Corporate Strategy and Regulation on the Risk of Electric
Utilities |
Very little is known about the influences of corporate strategy and
regulation on the risk of regulated firms. The current study
addresses this gap by examining the relationship among the level of
diversification, the regulatory environment, and risk levels of
regulated electric utility companies. pdf-file |
|
The
Grey Haired Revolution |
What have Monsanto, GE Capital and Marks & Spencer got in common?
They're creative and adaptable enough to meet Gary Hamel's
definition of 'gray haired revolutionaries'. |
|
The
Invisible Market |
Why settle for single-digit margins, asks C.K. Prahalad, when
there's greater game afoot? Interview with the author on his book
'The Fortune at the Bottom of the Pyramid: Eradicating Poverty
Through Profits' (see our literature recommendation) |
|
The
link between ownership structure and firm performance |
This thesis explores the link between ownership structure and firm
performance among Sweden’s listed companies. The data collected for
this research is for the period 1999-2003 and the sample consists of
87 companies. Abstract; pdf-file available for download. 2005 |
|
The
Necessary Evil of Hierarchies |
In achievement-oriented democracies, people complain about the
inefficiency of top-down-managed organizations, but ultimately they
can’t live without them. 2005 |
|
The
Quiet Giant Speaks |
Warren Staley, CEO of Cargill, shares his insights on the privileges
of privacy. June 2004 |
|
The
Relation between Firm's Competencies and Strategic Orientation |
This paper analyzes a unique data set of over two hundred strategic
marketing plans with respect to firms’ strategic orientation and the
extent to which competitive advantages are based on competencies
rather than assets. Pdf-file |
|
The
seeds of Destruction |
Can successful companies overcome complacency, competitive threats,
and shifting markets?; article by Michael Silverstein |
|
The
Strategic Enterprise |
Organizational Architecture for Sustainable Growth : the value
created by common ownership and management of businesses that are
strategically linked |
|
The
Strategic Management Response to the Challenge of Global Change |
This article describes the whole process of strategic management:
external and internal analysis, strategic direction, strategic
planning, implementation, tools for external analysis |
|
Three Forms of Strategy |
Corporate, Competitive an Strategy in General, by Fred Nicklos,
provides a good overview on the concepts of strategy |
|
Tools for inventing organizations |
Toward a handbook of organizational processes. This paper describes
a novel theoretical and empirical approach to tasks such as business
process redesign and knowledge management. |
|
Turning Business the Upside Down |
Mintzberg on Management (and leadership and strategy and
organizations). Pdf-file 2002 |
|
Turning Your Business Upside Down |
Management expert Gary Hamel talks with Anheuser-Busch’s August
Busch III and Enron’s Ken Lay about what it’s like to launch a new
strategy in the real world. |
|
Value Creation |
Introducing the new Value Creation Index - Statistically, the real
intellectual-capital drivers are not what most people think, article
by Geoff Baum, Chris Ittner, David Larcker, Jonathan Low, Tony
Siesfeld, and Michael S. Malone |
|
What is Strategy? |
By Michael E. Porter. Article in Harvard Business Review from 1996.
pdf-file |
|
What's a Business Case? |
Cost of ownership, ROI and cost/benefit analysis; ways to
summarizing a business case; after tax vs. before tax business
cases. Pdf-file |
|
When Mega-Mergers don't make Sense |
Last year more than 20,000 U.S. companies paired up to add value.
The result? They're barely surviving the morning after. CEO Peter
Skarzynski explains. |
|
Windfall Economics |
When an unexpected success falls into your lap, do you know how to
handle it? Harry Potter publisher Bloomsbury offers a few lessons.
July 2003 |
|
Winning strategies for locally-owned businesses in Central Europe |
May 2004 will mark a historic step in the political and economic
reunification of Europe. Ten new countries will join the European
Union (EU), presenting major opportunities and challenges for all
businesses in the candidate countries. So how are local firms in the
accession countries progressing with their preparations for
enlargement? PricewaterhouseCoopers has carried out extensive
research to find out more. 2003 |
|