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Strategy P. 5

Page 10 of 46

  • When SMART Goals are Not So Smart

    The traditional "SMART" approach to goal setting may no longer offer companies the best path forward. In a continually changing competitive environment, companies should develop their goals in the context of current conditions.

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  • Why Companies Should Report Financial Risks From Climate Change

    Meeting the recommendations for disclosure put forth by the Task Force on Climate-related Financial Disclosures might seem like a tough job. But if the oil & gas industry is any example, it’s not as difficult as some might imagine — and there are excellent reasons for corporate boards to consider it.

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  • Seven Technologies Remaking the World

    Once upon a time, business leaders could leave technology to the technologists. But today, we are at the starting line of a universal technological revolution — one that is fundamentally altering commerce, health care, learning, and the environment.

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  • The Store Is Dead — Long Live the Store

    At the same time that many traditional retailers are closing offline stores, digitally native vertical brands such as Bonobos and Warby Parker are aggressively expanding into offline locations. And both online and offline retailers are converging in experience-oriented “showrooms.”

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  • Why Best Practices Often Fall Short

    Many executives take the value of best practices as a given. We have an abiding faith in the idea that the most direct route to improved performance is to study what successful firms do and copy them. In reality, that is quite rarely the case.

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  • No One Knows Your Strategy — Not Even Your Top Leaders

    Research shows that most organizations fall far short when it comes to strategic alignment. The authors’ analysis of 124 organizations revealed that only 28% of executives and middle managers responsible for executing strategy could list three of their company’s strategic priorities. How do leaders close this dangerous strategic-alignment gap?

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  • The Truth About Corporate Transformation

    Considering the increasing pace of technological change and volatility in many industries, the need for corporate transformation is rising. Unfortunately, the chance of successfully achieving it is falling.

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  • Why the Influence of Women on Boards Still Lags

    Research indicates that the reason women aren’t making more rapid inroads on corporate boards is that few have reached the most influential board leadership positions. Although more women are on boards now than 10 years ago, very few have been promoted to a post that would give them influence beyond their seat at the table.

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  • Six Steps to Communicating Strategic Priorities Effectively

    It’s common practice to develop a handful of strategic priorities to focus strategy — but formulated correctly, they’re also useful communication tools for both internal and external stakeholders. Clear, credible priorities linked to explicit metrics offer a framework for assessing progress toward the company’s goals, in a way that abstractions like vision or mission cannot.

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  • How to Test Your Assumptions

    When you’re developing a strategy for a new business, testing assumptions in your plan in a logical order gives you the best chance to make course corrections early — and not waste time and money.

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