Business strategy is at an evolutionary crossroads. It’s time to resolve the long-standing tension between the inherent identity of your organization and the fleeting nature of your competitive advantage.
Issue 61, Winter 2010
In this issue
The Right to Win, The Global Innovation 1000: How the Top Innovators Keep Winning, A Better Choosing Experience, The Good, the Bad, and the Trustworthy, and More
- Booz & Company’s annual study of the world’s biggest R&D spenders shows why highly innovative companies are able to consistently outperform. Their secret? They’re good at the right things, not at everything.
- Even successful public relations is no longer enough to protect a company’s reputation.
- Francois Nader, CEO of NPS Pharmaceuticals, describes how a new model for biotech brought his company back from the brink.
- Placing a new research, design, or engineering center in emerging markets demands more than just “location, location, location.”
- How a capabilities-driven information technology strategy can help differentiate your company.
- The theory of intelligent memory suggests that companies relying on conventional creativity tools are getting shortchanged.
- For consumer durables, environmental sustainability starts with discarding conventional wisdom.
- The CEO of HCL Technologies describes how he focused his company on growth by engaging staff in unprecedented ways.
- Nervous CEOs take fewer risks.
- Apologies, especially those that admit responsibility, can lead to faster settlements and lower demands.
- Companies should adopt a moderately restrictive e-mail monitoring system, and be sure that employees fully understand it.
- A successful change management initiative requires commitment from all the organization’s leaders, not just the CEO.
- Marshall Goldsmith, author of Mojo, introduces a passage on the difficulties of balancing work and family, from You Can’t Predict a Hero, by Joseph J. Grano Jr.