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Strategy P. 11

Page 26 of 46

  • How to Manage Alliances Better Than One at a Time

    Systematizing the analysis process should produce more gain and less pain when forming strategic partnerships.

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  • What Every CEO Needs to Know About Nonmarket Strategy

    In a global economy, sustained competitive advantage arises from tackling social, political and environmental issues as part of a corporate strategy.

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  • Why Forecasts Fail. What to Do Instead

    Managers need to learn from history about what they can and cannot predict, and develop plans that are sensitive to surprises.

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  • Do You Have A "Plan B"?

    Many companies have trouble making the transition from a failing business model to one that works. Often, one culprit is an inability to experiment.

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  • The Advantage of Tolerating Failure

    When venture capitalists are more tolerant of failure, the successful companies in their portfolio tend to be more innovative.

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  • The Benefits Of Commitment

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  • Innovation From the Inside Out

    Grameen Bank and others know that you get the best answers by burying yourself in the questions.

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  • What Lead Directors Do

    New research offers insights into an increasingly important boardroom role.

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  • A Dearth of Exit Strategies

    Fallout from the financial crisis could hinder innovation—by limiting options for technology start-ups.

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  • How to Rethink Your Business During Uncertainty

    Leaders of many of today's mature organizations don't have the right mind-set or practices to help their organizations survive. They grew up with management practices that are suited to a different age--one with higher barriers to entry, greater transaction costs, fewer capable competitors, growing and increasingly affluent markets and less information. But today's business environments are less predictable, more complicated and more volatile. The result is that many core businesses are themselves becoming more uncertain and in need of renewal. Established management tools, such as net present value, are built on a foundation of assumed certainty that it's realistic to forecast likely cash flows into the future and discount them to today. In volatile business environments, though, such thinking is no longer practical. As an alternative, the authors offer practices used by successful growth companies, entrepreneurs and corporate new-business-development groups to navigate unpredictable, resource-constrained and surprising environments. In an unpredictable world, trying to be right can lead managers terribly astray. The "discovery-driven" approach outlined in this article emphasizes finding the right answers and reducing the assumption-to-knowledge ratio.

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