Deloitte Insights - Apr 27, 2021
Leading through the fog of disruption
The strength of purpose, values, and mission
Bain & Company - May 4, 2021
Growth Strategy: Identifying Your Parenting Advantages
The traits that nurtured your main growth engine can bring new success beyond the core.
MIT Sloan Management Review ($) - Apr 29, 2021
What Makes Successful Frameworks Rise Above the Rest
Business leaders can better assess and strengthen analytical frameworks using seven evaluation criteria.
Medium ($) - Apr 23, 2021
Making Your Business To Stand Out In A Crowded World
We’re living in a communication insurgency and to be effective, you should be a piece of the new world request. Today individuals convey progressively. Social networks are not difficult to utilize, totally free, and arrive at each human in the world with a web association, so it’s no big surprise that billions of individuals around the planet have inclined toward them.
Medium ($) - Apr 27, 2021
Cracking the Apple Orchard Mystery and Its Exponential Sales
3 broad areas to explore where your ideal customer may be primed to buy
Forbes ($) - Apr 28, 2021
Why Your Firm Needs A Systematic Value Creation Process
Capitalism, as Peter Drucker remarked in 1954, is in the first instance about creating value for customers. The significance of his dictum becomes ever more important in the fast-changing customer-centric marketplace of the 21st century.
HBR.org ($) - Apr 26, 2021
How Xiaomi Became an Internet-of-Things Powerhouse
When you think about Xiaomi, you mind probably goes to smartphones, but what’s less known is that the company originally entered the fiercely competitive smartphone market without offering a phone. When Xiaomi launched in 2010, it only offered a free Android-based OS. But within seven years, it became one of the world’s largest smartphone makers, reaching $15 billion in revenue. In this article, based on interviews with top executives, the authors discuss how Xiaomi was able to grow so explosively, the strategies it used, and what other companies can learn from Xiaomi’s rise.
strategy+business ($) - Apr 19, 2021
Being an expert navigator is the key to innovation success
Innovators must prepare for their journey like adventurers: studying the conditions and being prepared to respond to dynamic elements along their path.
This podcast, and accompanying transcript, is a conversation with the author of a new book titled “Better, Simpler Strategy”; which introduces readers to the idea of a Value Stick. The top of the stick represents a customer’s Willingness-To-Pay (WTP) for the products or services of a company, and the bottom of the stick represents the employee’s or partner’s Willingness-To-Sell (WTS) their time and talents to produce said product or service. The author wants the company to have a “simple” focus on increasing the value at both ends of the stick, thereby increasing the value to its customers (translating into higher prices) and increasing its value to its producers (lowering the required cost to produce the products of the company). I’m intrigued enough to suggest the idea to others – but I think I need to read more! It’s a book to read and an idea to watch.
HBR Ideacast - Apr 20, 2021
Streamlining Your Company’s Strategy
Felix Oberholzer-Gee, professor at Harvard Business School, says many organizations spend so much energy on strategy that it overwhelms with conflicting priorities. Instead, he argues companies should simplify and focus on two value drivers: customer satisfaction and employee satisfaction. By aligning strategic initiatives on these alone, leaders make their workers’ jobs less complicated and also improve customer experiences.
Fast Company ($) - Apr 16, 2021
Every brand should embrace these 5 lessons in customer loyalty from super group BTS
How the K-pop band keeps its fans, aka, the Army, delighted and growing, according to a marketing strategist.
Forbes ($) - Apr 20, 2021
Why Organizations Must Reinvent Their Talent Strategy And Embrace Open Innovation
In his seminal book, Crowds and Power, Nobel Laureate Elias Canetti writes about the “freedom and relief” that the experience of “becoming one with the crowd” provides to individuals otherwise unconnected to one another.
strategy+business ($) - Apr 12, 2021
How organizations can design for agility and embrace uncertainty
Clarins Group’s organizational experiment during the pandemic shows that large companies can adapt and become more flexible when it matters most.
Here is another another article coming out of the BCG research and writing machine. The article reviews “Nine Attributes to Assess Sustainable Business Advantage” and includes four attributes that get at nontraditional stakeholder values. These are what I call other “Dimensions of Value” that need to be considered in strategy. It’s a really good list of considerations to assess your business and even to compare against other businesses. However, I also noticed a slight variation of terms used to describe the idea. This is new territory that is still wet paint. I think it’s important to dig in.
BCG - Apr 9, 2021
How to Tell If Your Business Model Is Truly Sustainable
Throughout the pandemic, companies worked to rapidly adjust their business models to be more resilient and competitive in the face of uncertain economic recovery. As companies now build back, how can they assess which business model changes will enable the company to become genuinely more resilient and sustainable over time?
This article lays out an approach to how you create a “different” future. In a step by step sequence, the author provides a detailed example where he performs a deep dive on market dynamics and its effects on consumer behavior. It’s a long piece, so be sure to find a quiet place and a cup of coffee so you can pay attention. However, I appreciated the challenge to get out of my incrementalism and truly consider what could be a real breakthrough.
Medium ($) - Apr 8, 2021
Campbell’s Soup & How To Design A Category Breakthrough In The Roaring 2020s
For 30 years, the business sold little else besides produce, canned tomatoes, vegetables, jellies, condiments, minced meats, and of course, soups. Business was good, but there was nothing “radically different” about these products. Canning had been widely accepted as a method for sealing food since the early 1800s, and even when pasteurization was invented in 1864, fresh foods were difficult products to scale. Soup, for example, while cheap to make (its primary ingredient being water), was still heavy and expensive to ship.
Harvard Business Review ($) - Apr 5, 2021
Innovation Starts with Defining the Right Constraints
What drives big, breakthrough innovations? Often it’s constraints — limitations that force designers to rethink the whole problem and come up with something completely new to address it. The caveat here is that certain constraints spur big thinking, while others tamp it down. Limiting outcomes (a new product needs to cost 10% what it’s competitors do) or time (design this product in nine months) or both creates specific bounds for designers, but leaves the path they take to reach this goal wide open, forcing them to consider bold new solutions. Most leaders, however, constrain budget and risk. They tell teams their innovation must cost no more than a certain amount — a figure based on assumptions about what kind solution the team will deliver — or communicate to the team, “don’t do anything too risky, especially something that might cannibalize existing business.”
BCG - Apr 7, 2021
Systems Thinking Powers Bionic Success
Google has turned 23. Amazon is 27; Facebook, 17. Apple has produced 12 generations of the iPhone since 2007. How do digital natives grow from nothing to become the world’s most valuable companies at such young ages while the largest legacy firms place massive bets on digital transformation and make only incremental progress? The question gains urgency as the pandemic pushes consumers and businesses toward more-digital engagement and business models.
Harvard Business Review ($) - Mar 26, 2021
How AI Can Help Companies Set Prices More Ethically
Using AI and data-driven tools, companies can change the price of a good or service based on who is buying, when they’re shopping, and myriad other factors. This power raises a question: Should ethics and societal values factor into these prices — and how? Companies should consider what they’re selling, who they’re selling to, and how they’re selling their products, and consider the range of possible impacts. Then, they should 1) get creative about reducing negative externalities, 2) reach out to stakeholders, and 3) build proactive filters into their pricing deliberations.
McKinsey & Company - Mar 22, 2021
Defining and seizing the mobility ecosystem opportunity
What mobility ecosystems will help OEMs and other industry stakeholders in the next normal?
Medium ($) - Mar 17, 2021
Crafting Unforgettable Experiences with Sean Lurie: 4 Key Principles
Think back to your last memorable experience. Was it positive or negative? What stands out to you most? What happened in between? How did the experience start? How did it end?
Fast Company ($) - Mar 9, 2021
How Hermès conquered the luxury industry
Hermès eschews trends and embraces old-fashioned craftsmanship—and has seen its revenue climb.
Strategic Clarity articulates long term priorities as well as current strategies throughout the company
All Time Favorites
McKinsey & Company - Jun 1, 2002
Harvard Business Review ($) - Jun 1, 2002