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Strategy P. 6

Page 12 of 46

  • Going Mobile: The Personalized, On-Demand Future of Urban Transportation

    Throughout the 20th century, autos and the auto industry propelled human development, bringing unrivalled utility and flexibility to the way people move. Yet the industry now faces fundamental disruption as vehicle ownership yields to on-demand mobility.

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  • Turning Strategy Into Results

    Businesses develop strategies to address complex, multi-layered business environments and challenges — but to execute a strategy in a meaningful way, it must produce a set of specific actions focused on achieving clear goals. Rather than trying to boil the strategy down to a pithy statement, executives will get better results if they develop a small set of actions that everyone gets behind.

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  • Negotiating With Chinese Investors

    Chinese companies are increasingly investing in companies overseas. But to reach advantageous agreements with Chinese direct investors, Western managers need to prepare themselves for differences in negotiating style.

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  • What CEOs Get Wrong About Vision and How to Get It Right

    Many executives don’t understand how to craft a compelling vision for change that will gain widespread commitment within their organization. Leaders should start by asking themselves: What will people see, hear, and feel once the changes have been achieved?

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  • The Five Steps All Leaders Must Take In The Age of Uncertainty

    Leaders need a new mental model to better understand the complex interplay between companies, economies and societies. To do so, they must shift their focus from their own companies to the broader business and social ecosystems in which they are embedded.

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  • Building a Winning Business Model Portfolio

    Many companies today are operating several business models at once. But despite the potential that business model diversification has for generating growth and profit, executives need to carefully assess the strategic contributions of each element of their business model portfolio.

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  • Leading to Become Obsolete

    Zhang Ruimin, the CEO and chairman of the Qingdao, China, white goods giant Haier Group Corp., has done what most chief executives dare not even dream about. He blew up nearly the entire administrative structure of a global manufacturing enterprise, eliminating the 10,000 management jobs that once held it together. And he has guided the organization to re-form as a network of entrepreneurial ventures run by employees.

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  • Using Scenario Planning to Reshape Strategy

    Rather than trying to predict the future, organizations need to strengthen their abilities to cope with uncertainty. A new approach to scenario planning can help companies reframe their long-term strategies by developing several plausible scenarios.

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  • Rethinking the East Asian Leadership Gap

    The difficulty Western companies have identifying managers with leadership potential in East Asia says more about prevailing Western views of leadership than it does about available talent.

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  • What You Need to Know Before Starting a Platform Business

    There’s a great deal of enthusiasm about platform strategies these days. Entrepreneurs pitch their startups as the next Uber, the next Facebook, or the next Airbnb, while executives in established companies are retooling their strategies around platforms to drive growth and compete digitally. But creating a successful platform business is not easy — as economists Richard Schmalensee and David S. Evans explain in this MIT Sloan Management Review interview.

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