In times of great uncertainty, strategic planning must shift from a bureaucratic, linear process to a more targeted approach that is both analytic and creative.

To create growth in uncertain times, use this disciplined and market-focused methodology. It can help you discover and distill attractive new ideas and build a business case for implementing the best of them.

Charlie Feld, the former CIO of Frito-Lay and a pioneer in his field, explains how IT can play a key role in developing corporate strategy.

The Chorus Takes a Bow

Highlights in a Low Year

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.

How a capabilities-driven information technology strategy can help differentiate your company.

Even successful public relations is no longer enough to protect a company’s reputation.

To celebrate a decade and a half of publication, we asked the s+b editors to look back and choose the articles that have had the greatest impact.

An interactive diagnostic test can show you how focused your company’s activities are — with sometimes surprising results.

As director of human resources (and CEO of a prominent subsidiary), Santrupt Misra oversees the Aditya Birla Group’s strategy for cultural change as it steps out onto the world stage.

How CEOs can turn conflict, dissent, and disagreement into a powerful tool for driving performance.

Rather than seek increased revenues and profits by expanding products and markets, companies should follow a seven-step strategy for achieving more with less.

Thoughts on the 50th anniversary of one of the most influential contributions to management theory.

For Girish Paranjpe, co-CEO of India’s Wipro Technologies, the best response to economic crisis was reinvestment: in people, green technology, and expansion.

In interviews conducted before his untimely death, C.K. Prahalad — the sage of core competencies and the bottom of the pyramid — looked back on his career and talked about the way ideas evolve.

Corporate directors can – and should – play a much more active role in overseeing risk and avoiding major crises.

The role of the chief executive is evolving. CEOs from around the world discuss the game-changing practices that lead to success.

The office-furniture design leader is betting on innovation as it continues to push the envelope of management practice.

Business transformation is now a continuous process that most companies haven’t mastered. Here’s a formula for managing ongoing change.

INSEAD’s expert on leadership development clarifies how self-awareness can break the destructive pattern of corporate narcissism.

As Shell’s then top U.S. executive traveled the country, he discovered how corporate leaders create their own reputation for arrogance — and lose their chance to deliver the right message.

Integrating formal metrics and informal communication can lead to new levels of performance.

Celebrating a “must-read” concept, based on data from thousands of companies: Information flow and decision rights are integral parts of the strategic process.

How well does your company’s annual report communicate and reinforce leadership intent and corporate values?

Booz & Company’s Edward Tse believes that, despite the challenges in today’s headlines, companies should take a long-term view when shaping their China strategy.

Managing author Henry Mintzberg believes that to improve business schools, we must first understand the essence of what managers do.

Despite improvements in the global economy, chemicals, retail banking, consumer packaged goods, engineered products and services, oil and gas, and technology still need to transform.

A shortcut to the big themes in the conversation about corporate strategy.

For global companies, ignoring China is not an option. But they must adapt their strategies to the country’s changing markets, increased competition, and shifting government priorities.

When the head of a division had an impossible target to meet, the only way forward was through a constructive battle between allies.