January 2008
The company’s chairman and former CEO explains the power of the participatory, open-source model of collaboration.
Abstract
November 2007
Forward-looking executives must respond to the growing need for a new managerial model.
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November 2007
A giant in the field of strategy ruminates on strategic planning, diversification and focus, and the role of the CEO.
Abstract
October 2007
Executives say innovation is very important, but their companies’ approach to it is often informal, and leaders lack confidence in their innovation decisions. Top managers and other professionals agree that the biggest challenge is talent but disagree on why. Nonetheless, executives agree on some steps to improve innovation.
Abstract
February 2007
A veteran Silicon Valley CEO and mentor of CEOs talks about his years in high tech.
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November 2006
A range of orthodoxies is making it harder to develop breakthrough products in the consumer goods industry. It urgently needs a reformation.
Abstract
May 2006
A typical large company can no longer rely solely on its own resources. Creation networks are a promising way to move beyond them.
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May 2006
To survive, organizations must execute in the present and adapt to the future. Few of them manage to do both well.
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August 2005
Litigation is no substitute for strategy.
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May 2005
As the quickening pace of globalization creates both new markets and new competitors, hopes contend with fears.
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February 2005
Western companies think too narrowly about the emerging world. If they aren’t careful, they may end up as defenders, not attackers.
Abstract
February 2005
The capabilities that companies gain serving cost-conscious consumers in emerging markets can become competitive advantages in developed ones.
Abstract
December 2004
The industry has already extracted much of the benefit to be had from improving productivity and concentrating on core brands. Meanwhile, its dynamics are changing. What comes next?
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November 2004
Companies that license IP from other organizations not only develop better products but also gain a better understanding of IP markets.
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February 2004
Value players will probably challenge your company. How will you respond?
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November 2003
IT’s critics say that it lacks strategic importance. So why does technology keep getting in the way of good strategy?
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December 2002
Companies could earn up to 10 percent of their operating income from the sale of patents and proprietary processes. But how?
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August 2001
How can corporations make themselves more like the market? An excerpt from the best-selling book.
Abstract
May 2001
Companies can grow quickly without sacrificing performance discipline. The trick is to balance partitioning and integration.
Abstract
June 2000
Market expectations are hard for managers to understand and even harder for them to change. But there are ways of doing both that are much more science than black magic.
Abstract
June 2000
Germany has an entrepreneurship gap. A new culture is emerging to close it.
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May 2000
Benchmarking is an important way to improve operational efficiency, but it is not a tool for strategic decision making. When competitors all try to play exactly the same game, declining margins are bound to follow.
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November 1999
Lucasfilm collects billions from apparel, books, recordings, comarketing deals, and videocassettes based on its Star Wars movies. The top ten pharmaceutical companies got 34 percent of their 1997 revenues by selling products licensed from other companies. For sellers and buyers alike, intellectual assets are very big business.
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May 1996
A survey of electronics companies shows a once-great industrial innovator has fallen behind. However, its problems can be solved by management actions. Five strategies for change.
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November 1995
Want to get new products to the market fast? Don’t troubleshoot. A common mistake: setting aggressive commercialization targets. Development is not a process. It’s a system with subtle feedback loops. The lure and danger of “best practice.”
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August 1995
Why Marconi needed Sarnoff. Our remarkable inability to see the future. Even pioneers lack vision. Railroads were developed to feed canals. Understanding uncertainty may help us place better bets on new technologies.
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February 1995
The evolution of photography provides clear examples of how understanding the dynamics of innovation is essential to a company’s survival and success.
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