March 2008
Executives should examine the impact of trends on subindustries, segments, categories, and micromarkets before placing their bets.
Abstract
November 2007
Executives place the environment and climate change in a class of their own when evaluating the impact of societal issues on shareholder value. They also indicate that companies are getting a little better at managing sociopolitical issues and understanding what the public wants.
Abstract
October 2007
Business leaders are now more inclined to incorporate society’s expectations into their core strategies but face many challenges when they do.
Abstract
August 2007
It can be a frustrating exercise, but there are ways to increase its value.
Abstract
June 2007
Companies strive for effective resource allocation, but despite the involvement of senior executives and the best of intentions the end results are often decidedly mixed.
Abstract
May 2007
A fine-grained approach to growth is essential for making the right choices about where to compete.
Abstract
May 2007
Sixty-eight percent of executives say that large corporations make a generally or somewhat positive contribution to the public good. Yet only 48 percent of consumers agree.
Abstract
May 2007
Companies must gain a better understanding of consumer perceptions and expectations about corporate social responsibility if they are to win the public's trust.
Abstract
April 2007
In a buoyant economy, the next recession seems far off. But managers who prepare during good times can improve their companies' chances to endure—or thrive in—the eventual downturn.
Abstract
February 2007
Companies cannot achieve superior and lasting business performance simply by following a specific set of steps.
Abstract
February 2007
Most measurements of performance are geared to the needs of 20th-century manufacturing companies. Times have changed. Metrics must change as well.
Abstract
January 2007
US business executives say they should play a much greater role in shaping debate about sociopolitical issues and leading efforts to effect change.
Abstract
November 2006
The CEO of JP Morgan Chase discusses postmerger integration, risk, and leadership.
Abstract
August 2006
Will your business catch them before they catch it?
Abstract
May 2006
To address business and sociopolitical issues, CEOs will have to draw on a different set of skills.
Abstract
May 2006
Executives ignore sociopolitical debates at their own peril.
Abstract
April 2006
Executives report an accelerating pace of change in an increasingly competitive business environment, driven by knowledge and information trends and the forces of globalization.
Abstract
February 2006
As products evolve into commodities, services become more important. But companies that play this new game must understand its rules.
Abstract
January 2006
Macroeconomic factors, environmental and social issues, and business and industry developments will all profoundly shape the corporate landscape in the coming years.
Abstract
January 2006
Executives say they face a host of worries about society's expectations of their companies, which can—and must—do better.
Abstract
November 2005
Companies have everything to gain from linking them.
Abstract
November 2005
Ratan Tata explains how the company is expanding abroad while cultivating an emerging mass market at home.
Abstract
September 2005
Business and government should be partners, not rivals—let alone enemies.
Abstract
February 2005
The forces of globalization, technology, and economic liberalization are combining to make life harder than ever for established companies.
Abstract
February 2005
Even the best strategy can fail if a corporation doesn’t have a cadre of leaders with the right capabilities at the right levels of the organization.
Abstract
November 2002
Companies that address the social concerns surrounding contentious markets may well find the effort rewarding.
Abstract
February 2002
M&A deals are more likely to destroy value than to create it. But when they are executed strategically and often, as part of the routine of running a business, the odds favor success.
Abstract
February 2002
Despite the difficulties, there is money to be made running routine operations for other companies.
Abstract
May 2001
A few simple ideas make it possible to construct powerful strategies for even the most complex deals.
Abstract
February 2001
Knowledge is now the lifeblood of all companies. Don’t confuse it with information.
Abstract
June 2000
In a world of shifting and dynamic markets, managers must be able to capture opportunities faster than their competition does. Those who patch well can create multibusiness companies that outperform even the most efficient capital markets.
Abstract
June 2000
Understanding your industry's cost structure can give you a powerful competitive advantage. And if you happen to be in a manufacturing business, it can dramatically improve your capacity and production decisions.
Abstract
August 1999
Large corporations often finance their fledgling businesses too generously. They should take a hint from venture capitalists.
Abstract
May 1999
Being an insider in your local market is no longer enough. Do you have the skills to specialize or the market cap to acquire?
Abstract
February 1999
The best strategy for any company is a strategy it can implement. The experience of two industries—energy and pharmaceuticals—illustrates a new way to assess the fit between corporate strategy and corporate strengths.
Abstract
May 1998
Maybe, but first they need to understand what makes the model work. Four good reasons to try…pick only one.
Abstract
November 1996
In this part of the world, relationships are the art of strategy. Can Westerners join the “investment club”?
Abstract
May 1996
First, look to customer satisfaction rather than competitors’ costs. Develop new processes as you do products, by testing market response. The reengineering trap.
Abstract
February 1994
The “Western” methods of maverick Japanese companies now succeed where traditional “insider” methods fail.
Abstract