Although culture is much more than an “enabler” of strategy, it’s no substitute for it.
Welcome to strategy+business. Here’s what’s new.
s+b Blogs: Strategy & Leadership
- Navigating the media in a crisis is complex, but it starts with knowing when to surf and when to swim.
- Advantage is transient, but corporate identity is slow to change. Figure out that paradox, and your company will be primed for success.
- Customers and capabilities—not the competition—should take center stage when developing strategies.
- How embracing sensible legislation can unlock opportunity.
- It may be the best way to improve your organization’s performance.
- It takes discipline to empower others to awaken their creativity, energy, and spontaneity.
- Is it time to add some civil disobedience to the civil discourse?
- The Best s+b Blog Posts of Q1.
- Our firm, now called Strategy&, joins the PwC network.
- Catastrophes bring out the true nature of a leader’s innate capacity to do the right thing.
- Hiring employees with greater qualifications than you need may seem like a bargain, but it carries real risks.
- Many adjacency moves fail because they’re driven by the wrong motives. But a lot can be learned from those that succeed.
- Syria. Ukraine. The Tea Party. Companies should start preparing for the new global reality.
- A growing rift in San Francisco between techies and long-term residents raises questions about whether employers can—or should—encourage workers to be better neighbors.
- Leaders must learn to tell the difference between strong emotions that can lead to constructive change, and those that can tear an organization apart.
- New research reveals a better way to engage with board members on this critical business issue.
- Leaders who manage volunteer workforces have much to teach leaders who manage employees.
- What do great leaders and great athletes have in common? They both work really hard to be the best.
- Some funds are making bolder demands of the companies they hold shares in, and that’s not necessarily a good thing.
- Wise leaders actively seek the truth they don't want to find.
- It doesn’t matter what you do with your business if you don’t know why you do it.
- Why a popular approach to growth may put your company’s health at risk.
- Relative morality is usually considered a bad thing—except if it gets results.
- In order to solve large-scale problems, world leaders must concentrate on what they have in common, rather than the differences between them.
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