Management Innovation

adaptable - Feb 25, 2021

The Call for Increased Stakeholder Value

Expectations are growing for corporations to behave like responsible members of a community, rather than like profit-seeking missiles that in their quest for short-term gains ignore all else!

Go To Post By George Veth
Source Photo: adaptable

INSEAD Knowledge - Feb 16, 2021

Not Everyone Can Be Agile

Most of what’s been written about Agile assumes that the methodology can be adapted to any organisation. But our analysis found that some companies are better suited to Agile than others. 

Read Article By Yves Doz and Maria Guadalupe

adaptable - Feb 16, 2021

Corporate Strategies for Growth in Dynamic Marketplaces

A review of strategies – Engine 2s, business ecosystems, and corporate venture capital – that companies can choose among when they face VUCA marketplaces.

Go To Post By George Veth
Source Photo: adaptable

PWC - Jan 26, 2021

How ESG will drive the next wave of transformation

We believe these crosscurrents are coming together to propel the next wave of corporate transformation: the ESG transformation. Like digital, ESG has the potential to revamp how successful organisations plan, implement and operate.

Read Article By Peter Gassmann and Colm Kelly

McKinsey & Company - Feb 2, 2021

The CEO agenda for companies in advanced industries

As automotive and industrial companies take tactical steps to survive the pandemic, they should seize the opportunity to embrace ten actions to sustain leadership and value creation in the coming decade.

Read Article By Thomas Baumgartner, Rajat Dhawan, and Asutosh Padhi

adaptable - Feb 4, 2021

Doing Business in Wonderland: The Shifting Sands of Competitive Advantage

Three categories of dynamic capabilities—sensing, seizing, transforming—are the capacities that make an organization agile, adaptable, and responsive to an environment that may shift at any moment. In a changing world, wise leaders will carefully nurture these capabilities.

Go To Post By George Veth
Source Photo: adaptable

BCG - Jan 20, 2021

How Do You Manage a Business Ecosystem?

Our research has shown that less than 15% of business ecosystems are sustainable in the long run and that the most prevalent reason for failure is weakness in the governance model—the way the ecosystem is managed.

Read Article By Ulrich Pidun, Martin Reeves, and Niklas Knust

Harvard Business Review ($) - Jan 1, 2021

Don’t Let the Short-Termism Bogeyman Scare You

The author argues that concerns about the perils of short-termism—and support for measures that would insulate corporate leaders from the outside pressures that allegedly make them myopic—are long on alarming rhetoric and short on empirical evidence or economic logic. 

Read Article By Lucian A. Bebchuk
Source Photo: Peter Wegner, Buildings Made of Sky III, 2009. Courtesy of Peter Wegner and Galerie m, Bochum, Germany

Harvard Business Review ($) - Jan 1, 2021

It’s Time to Replace the Public Corporation

Over the past 40 years … the fitness of the public corporation has been called into question. Critics charge that in today’s far more heavily traded capital markets, the model increasingly incentivizes executives to manage in tiny, short-term windows, with an eager eye on their stock-based compensation and a fearful one on activist hedge funds. 

Read Article By Roger L. Martin
Source Photo: Andrea Stone

Bain & Company ($) - Dec 17, 2020

The Engine 2 Imperative: New Business Innovation and Profitable Growth under Turbulence

Amid new forms of competitive differentiation and shifting business boundaries, the potential to build innovative, next-generation businesses at scale has never been greater … An increasing share of the most successful sustained value creators’ market value growth now comes from the future prospects of major new Engine 2 businesses that create internal entrepreneurship and leverage the core’s scale to turbocharge the growth trajectory.

Read Article By James Allen and Dunigan O'Keeffe

MIT Sloan Management Review ($) - Jan 14, 2021

The Future of Work Is Through Workforce Ecosystems

Workforce ecosystems can help leaders better manage changes driven by technological, social, and economic forces… This brief article introduces the concept of workforce ecosystems and discusses how they can help managers rethink the way they align their business and workforce strategies.

Read Article By Elizabeth J. Altman, David Kiron, Jeff Schwartz, and Robin Jones

Management.Issues ($) - Jan 6, 2021

The myth of change management

If market leaders want to retain their competitive edge, they need to value adaptability over efficiency, become highly skilled in the practices of strategic discovery, and remember there really is nothing more useless than doing the wrong thing right!

Read Article By Rod Collins
Source Photo: Shutterstock

E&Y - Jan 4, 2021

Why now may be the time to start a corporate venture fund

CVC [corporate venture capital] can be a good tool for staying current on emerging trends and technologies, identifying growth areas, de-risking M&A, and moving faster than traditional R&D. Companies might consider CVC investing to reap future benefits from new products, technologies and geographies.

Read Article By Peter Ulrich and Jeff Leach

McKinsey Podcast ($) - Oct 5, 2020

The journey to agile: How companies can become faster, more productive, and more responsive

Agile is, at its core, in its simplest, a set of team-based working practices… Agile operating models are characterized by rapid learning and decision-making cycles. Here’s how organizations can use agile practices to transform their organizations.

Read Article By Sherina Ebrahim and Shail Thaker with Diane Brady and Simon London

George Veth

This is not a quick read! And, it’s not a current article. However, this month’s article sent me back to it. This academic journal article works through the “micromechanisms” of culture that allow organizations to wholeheartedly embrace the dynamic capabilities that allow it to adapt to the ebbs and flows of a changing environment. I don’t love to see the world as a win-lose competition, but I do see this piece (book chapter!) getting at the essence of resilience and competitive advantage in the 21st century. Excellent food for thought for all leaders.

Oxford Handbooks ($) - Sep 1, 2015

How Leaders Use Values-based Guidance Systems to Create Dynamic Capabilities – Oxford Handbooks

How do strategic leaders create change-adept organizations? Based on qualitative field research, this chapter argues that well-defined institutionalized purpose, values, and principles act as an organizational guidance system that integrates and strengthens the micromechanisms which enable leaders to build dynamic capabilities and, therefore, change-adept organizations.

Read Article By Rosabeth Moss Kanter, Matthew Bird, Ethan S. Bernstein, and Ryan Raffaelli

George Veth

This article combines two of my most pressing interests. The first is how organizations perform in dynamic marketplaces and the second is the need for organizations to satisfy more than just shareholder value. I had not found a natural way to integrate the two, so this was exciting to me. The article, under the premise of crafting strategy, goes on to present a two-dimensional matrix to determine the type of strategic change required and outlines specific actions that should be considered. The authors even link out to a self-assessment tool! I like the direction of the article, but I found it hard to decipher the train of thought. I have a follow up to try to read more of their stuff.

MIT Sloan Management Review ($) - Dec 17, 2020

The Essence of Strategy Is Now How to Change

When environments are complex and dynamic, strategy is about adaptability… Understanding when and how to change is the essence… Tools that help you spot the opportunities and challenges that exist or are emerging in your company’s specific context are now more relevant than the traditional strategy frameworks that rely on the premise of long-run industry stability and competitor benchmarking.

Read Article By B. Tom Hunsaker and Jonathan Knowles

California Management Review ($) - Apr 1, 2008

The Dynamics of Strategic Agility: Nokia’s Rollercoaster Experience

To CEOs, strategic agility is a conundrum. Being strategic evokes peering far into the future, making strong choices and holding firm commitments, unwaveringly deploying resources to implement them, and having every senior executive single-mindedly and individually dedicated to achieving them. In contrast, being agile evokes staying nimble and flexible, open to new evidence, always ready to reassess past choices and change direction in light of new developments, and willing and able to turn on a dime.

Read Article By Yves Doz and Mikko Kosonen

McKinsey & Company - Apr 1, 2006

The Adaptable Corporation

Most companies are far better at executing their current activities than at adapting to long-term changes in the business environment. Very few can do both well. Three barriers to adaptability are deeply rooted in the nature of organizations…

Read Article By Eric D. Beinhocker
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management innovation v06

 

Management Innovation is novel principles, processes, and practices that alter both the system and the way that organizations perform work

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California Management Review ($) - Apr 1, 2008

McKinsey & Company - Apr 1, 2006