Developing Strategy

Competing against state-subsidized competitors in global markets requires a new set of tactics.

This MIT SMR webinar offers strategies for how to get the most out of AI’s potential.

Developing strategy means maintaining a difficult balance between concrete guidance and flexibility.

Royal Philips’ experience highlights what it takes to develop a digitally inspired value proposition.

Machine learning is susceptible to unintended biases that require careful planning to avoid.

Companies that rigidly adhere to traditional approaches to goal setting may be driving their business in the wrong direction.

For many leaders, the allure of best practices is strong and their expectations for results are unrealistic.

Leaders in a digital world have to navigate more complexity than ever before.

Microsoft has launched a $50 million initiative to figure out ways to help AI “save the world.”

Clear, concise strategic priorities backed by metrics have value in communicating with stakeholders.

Many successful companies today leverage business model scalability to achieve profitable growth.

Testing your assumptions in a logical order gives you the chance to make course corrections early.

Companies often compete as members of networks, making collaboration essential for getting work done.

A reader argued that if companies are managed effectively, radical change shouldn’t be necessary.

Innovative strategies depend more on novel, well-reasoned theories than on well-crunched numbers.

Companies need to reinvent themselves as destinations for their customers.

Strategy works best if you determine your vision and vulnerabilities, then set business priorities.

In developing corporate strategy, leaders need clarity on how business units fit into the big picture.

Our digital world is rendering traditional intermediaries obsolete. Make sure you are not one of them.

It’s not smart to base any part of your strategy on what you see in the rear-view mirror.