Developing Strategy

Strategic leadership is key to long-term success and can be learned, says Stanford’s Jesper Sørensen.

Foresight and timing are crucial elements in responding to disruption.

Successful business model innovation requires an understanding of how business models evolve.

Companies entering global markets should identify an approach that best suits their business model.

Companies that overlook their employees as sources of strategic insight may find themselves losing talent — and key ideas.

While humans may be ahead of computers in the ability to create strategy today, we shouldn’t be complacent about our dominance.

Interdependencies are key to resilient businesses.

High-impact innovations have built-in uncertainty — but careful strategizing can reduce the risk.

Do nonfinancial metrics accurately reflect performance? That depends on what you measure — and how.

A focus on execution is undermining managers’ ability to develop strategy and leadership skills.

Performance topology maps offer managers a signpost pointing toward smarter strategies.

New research finds scenario-based decision making helps increase executives’ strategic flexibility.

The key lessons from Kodak’s failure to adapt to digital disruption aren’t what you think they are.

Staying competitive may mean exploring new business models — but watch out for internal tensions.

Three experts provide their responses to the article “How Useful Is the Theory of Disruptive Innovation?”

The 2016 Data & Analytics Report by MIT Sloan Management Review and SAS finds that competitive advantage from analytics is declining.

Businesses are averting disruption by beating their new competition, joining them, or waiting them out.

Project-centered governance may be an efficient way to organize innovation in fields such as biotech.

How can companies adapt themselves to the demands of super-transparency?

How can executives develop their skills as strategists? One way is to learn from the masters.