(Fast Company, 29 February 2012) In Brief: The success or failure of any corporate strategy depends predominantly on culture, this writer says. While strategy delineates intent, culture fuels the drive to execute and sustain results. Our View: Our research shows that the average company’s strategy loses 39% of its potential value because it isn’t properly [...]
Read more(Cnet, 20 February 2012) In Brief: Samsung Electronics will likely spin off its money-losing LCD unit to focus more on the rapidly evolving display technology of organic light-emitting diodes, or OLED. Our View: Progressive strategists continuously review the portfolio in light of environmental changes and execution progress. They are quick to divest or harvest failing [...]
Read more(The Wall Street Journal, 5 January 2012) In Brief: In addition to refocusing on emerging markets by reorganizing its geographical business units, one company is looking to strengthen its consumer base in developed markets through its core business and other such segments as smart phones and tablets. Our View: Most strategists focus on how related [...]
Read moreStrategic plans can quickly become outdated or irrelevant during periods of economic volatility. To thrive competitively, organizations must develop a discipline for making off-cycle “course corrections” to adapt to new market realities. This teleconference will highlight approaches strategy teams can use to: Diagnose the Irrelevance of Key Assumptions Dynamically Reprioritize Strategic Initiatives in the Portfolio [...]
Read more(Business Finance, 8 December 2011) In Brief: To be successful in today’s rapidly changing business and economic environment, finance organizations need to be “transformed” so that they are more adaptable and flexible. Only then, argues one consultant, will finance be able to assume a more proactive, strategic role in the organization and become a “true [...]
Read more(CFO.com, November 2011) In Brief: Nearly 70% of the risks that cause the most significant harm to firms are strategic risks, explains CEB’s Executive Director Mike Griffin. Though few companies have a role or function devoted to strategic risk management, “more are beginning to formalize the way they assess, manage, and mitigate strategic risks.” Our [...]
Read more(Journal of Accountancy, November 2011) In Brief: With the 2014 World Cup and the 2016 Olympic Games on the horizon, Brazil is a nation benefiting from robust economic growth, an expanding domestic market, a wealth of natural resources, and a stable democracy. However, there are many challenges for companies operating in Brazil, including a highly [...]
Read moreAs we near the end of our research on how firms manage successful emerging markets entry, we have realized that one particular management mistake has cropped up repeatedly throughout the conversations we’ve had: managers are too preoccupied with forging a definitive “understanding” of emerging markets, and this leads them to neglect other areas of emerging [...]
Read more(The New York Times, 24 August 2011) In Brief: The accelerating pace of technological innovation and the precedents set by companies like Apple have technology companies focusing efforts on making all product launches into blockbusters. With a disproportionate focus on “opening weekend gross,” companies are killing off new products with increasing speed. Our View: One [...]
Read more(BBC News, 18 August 2011) In Brief: The US-based soft drink giant will invest a further US$4 billion in China’s fast-growing market between 2012 and 2014, building on the US$3 billion it has invested since 2009. Our View: There is little doubt that China is an increasingly important market for Western companies, but our recent [...]
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