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strategy and business

s+b Blogs - Strategy & Leadership (2014)

Below is a full article list from this issue of strategy+business.

Best of the s+b Blog: A Feast of Management Ideas for the New Year
by Laura W. Geller
A look at some of the best blog posts that we published in 2014.
Integrity Is Free
by Elizabeth Doty
For businesses that keep their promises, there are often invaluable hidden benefits.
The Truth About Breakthrough Strategies
by Ken Favaro
You won’t find them through typical strategic planning, executive retreats, or brainstorming sessions.
What the Ebola Crisis Can Teach Business Leaders
by Eric J. McNulty
Executives have much to learn about how fragile the public’s trust in them can be.
How to Be Privileged Like Louis XIV
by Shellie Karabell
A favored position creates authentic leadership only when it is tempered by accountability.
Free Your Strategy from Annual Planning
by Ken Favaro
When your strategy is shackled to the annual planning process, you lose a uniquely powerful management tool.
Are You a Conscious Capitalist?
by Susan Cramm
It’s time for capitalism to find a higher purpose.
Where Are the Sinkholes in Your Strategy?
by Ken Favaro
Answering two critical questions will fortify your company’s strategy—and your ability to implement it.
Should Leaders Be Heroes or Relationship Builders?
by Eric J. McNulty
Executives better serve their companies when they act as co-creators, rather than solo artists.
Lead by Doing, Not by Delegating
by Susan Cramm
Leaders who pass hard problems to their subordinates create cynicism, not success.
Beach Reading…Boardroom Style
by Eric J. McNulty
Your summer vacation is the perfect time to relax, lie back, take in some sun, and learn something new about leadership.
Don’t Let Insecurity Infect Your Business
by David Lancefield
Confidence is critical to individual and organizational performance.
Do Winners Give—or Take—All?
by Susan Cramm
Generosity in the workplace doesn’t cost as much as being selfish.
Don’t Let the Short-Term–Long-Term Tension Drag Your Strategy Down
by Ken Favaro
How to navigate the twin demands of current performance and future investment.
Getting Fired for the Right Reasons
by Susan Cramm
Effective leaders focus on powerful possibilities, not problems.
Strategy or Culture: Which Is More Important?
by Ken Favaro
Although culture is much more than an “enabler” of strategy, it’s no substitute for it.
The Waves and Streams of Crisis Communication
by Eric J. McNulty
Navigating the media in a crisis is complex, but it starts with knowing when to surf and when to swim.
Becoming a Capable Company
by Cesare Mainardi
Advantage is transient, but corporate identity is slow to change. Figure out that paradox, and your company will be primed for success.
Strategy Is Not about the Competition
by Ken Favaro
Customers and capabilities—not the competition—should take center stage when developing strategies.
The Hidden Business Benefits of Regulation
by James O’Toole
How embracing sensible legislation can unlock opportunity.
Are You Ready to Lose Control?
by Eric J. McNulty
It may be the best way to improve your organization’s performance.
Best of Multimedia: Benjamin Zander on Choosing Possibility Thinking
by Charity Delich
It takes discipline to empower others to awaken their creativity, energy, and spontaneity.
A Reality Check on Women’s Progress in the Workplace
by Susan Cramm
Is it time to add some civil disobedience to the civil discourse?
My Love-Hate Relationship with Quarterly Results
by Paul Michelman
The Best s+b Blog Posts of Q1.
A New Life for strategy+business
by Art Kleiner
Our firm, now called Strategy&, joins the PwC network.
Best of Multimedia: When Disaster Strikes, We Tune In
by Charity Delich
Catastrophes bring out the true nature of a leader’s innate capacity to do the right thing.
Why Underemployment Is a Bigger Challenge than Unemployment
by James O’Toole
Hiring employees with greater qualifications than you need may seem like a bargain, but it carries real risks.
How IKEA, Disney, and Berkshire Hathaway Succeed with Adjacencies
by Ken Favaro
Many adjacency moves fail because they’re driven by the wrong motives. But a lot can be learned from those that succeed.
No More Business as Usual
by Eric J. McNulty
Syria. Ukraine. The Tea Party. Companies should start preparing for the new global reality.
Are Companies Responsible for the Off-Hours Behavior of Their Employees?
by James O’Toole
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.
Why Coach Mike Rice Boiled Over (and How You Can Avoid the Same Fate)
by Karen Otazo
Leaders must learn to tell the difference between strong emotions that can lead to constructive change, and those that can tear an organization apart.
How to Talk to Your Board about Risk
by Mary Driscoll
New research reveals a better way to engage with board members on this critical business issue.
Would Your Employees Work for Free?
by Susan Cramm
Leaders who manage volunteer workforces have much to teach leaders who manage employees.
Three Leadership Lessons from Sochi: Practice, Practice, Practice
by Eric J. McNulty
What do great leaders and great athletes have in common? They both work really hard to be the best.
Do We Really Want Public Pension Funds to Become Activist Investors?
by James O’Toole
Some funds are making bolder demands of the companies they hold shares in, and that’s not necessarily a good thing.
Ugly-Sweater Leadership Moments
by Susan Cramm
Wise leaders actively seek the truth they don't want to find.
Why Is Wrong with Your Business Model?
by Eric J. McNulty
It doesn’t matter what you do with your business if you don’t know why you do it.
The Dangers of Adjacencies Strategy
by Ken Favaro
Why a popular approach to growth may put your company’s health at risk.
After 500 Years, Why Does Machiavelli Still Hold Such Sway?
by James O’Toole
Relative morality is usually considered a bad thing—except if it gets results.
Beyond Davos: Leading through Complex Global Challenges
by Eric J. McNulty
In order to solve large-scale problems, world leaders must concentrate on what they have in common, rather than the differences between them.
Leadership Gone Viral
by Susan Cramm
Pope Francis has clearly matched his talk to his walk—how about you?
Why New CEOs Sometimes Bring New Problems
by James O’Toole
Leadership transitions are ripe with opportunity—and fraught with peril.
Big Data Strategy: s+b’s Strategy of the Year
by Ken Favaro
From the headlines to the C-suite, big data embodied the height of strategy-as-fashion in 2013.
The Keys to Leadership: Your Brain and My Grandmother
by Eric J. McNulty
A new year should herald new ways of thinking about business.


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