Ken Favaro is a contributing editor of strategy+business and the lead principal of ACT2, which provides independent advice to business leaders, teams, and boards, on growth, strategy, innovation, and organization.
All articles by Ken Favaro
Don’t Let the Short-Term–Long-Term Tension Drag Your Strategy DownJune 24, 2014 How to navigate the twin demands of current performance and future investment.by Ken Favaro
How IKEA, Disney, and Berkshire Hathaway Succeed with AdjacenciesMarch 11, 2014 Many adjacency moves fail because they’re driven by the wrong motives. But a lot can be learned from those that succeed.by Ken Favaro
Dear Verizon: Here’s How to Make the Megadeal with Vodafone Pay OffOctober 29, 2013 Avoid the usual temptations and your big bet on Verizon Wireless might be a big win.by Ken Favaro
How Microsoft Can Once Again Punch Above Its WeightSeptember 24, 2013 A respected head office and strong corporate affinity will drive the company’s fortunes.by Ken Favaro
Looking Inside the Latest Reorganization of MicrosoftAugust 27, 2013 As he prepares to step down, will Ballmer’s organizational shake-up make any difference?by Ken Favaro
Was News Corp’s Split Inevitable and Is PepsiCo Next?July 29, 2013 Why some corporate relationships end in divorce while others live on in blissful union.by Ken Favaro
Does P&G Need Product Innovation or Strategic Innovation?June 20, 2013 As A.G. Lafley returns to the helm, the consumer products giant can’t just rely on its product development expertise to get its mojo back.by Ken Favaro
You Can’t Build a Winning Strategy If You Don’t Know Who You AreJune 10, 2013 The road to sustained success begins with the answer to this simple question: “Who are we?”by Ken Favaro
How Leaders Mistake Execution for Strategy (and Why That Damages Both)February 11, 2013 When leaders substitute visions, missions, purposes, plans, or goals for the real work of strategy, they send their firms adrift.by Ken Favaro
CEO Succession 2011: The New CEO’s First YearMay 24, 2012 Big companies are once again appointing new chief executives in greater numbers, Booz & Company’s annual study finds. Here’s a close look at the incoming class, and some advice from veterans on how they can best navigate their crucial first year.by Ken Favaro, Per-Ola Karlsson, and Gary L. Neilson
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