Table of contents
Leadership – the five big ideas
Robert J. AllioThere are five ideas at the center of the endlessly debated and recycled findings and insights on leaders and leadership that produce a stream of leadership books. The paper aims…
Using a value creation compass to discover “Blue Oceans”
Norman T. Sheehan, Ganesh VaidyanathanResearchers Kim and Mauborgne argue that firms seeking to grow in mature markets need to create new buyer value, thereby entering Blue Ocean markets, where they don't have rivals…
How to distinguish smart big moves from stupid ones
Paul Strebel, Anne‐Valérie OhlssonWhen top executives undertake big moves – dramatic shifts in strategic direction – their decisions can make or break a company. This paper aims to offer a methodology for cutting…
Exploring and learning from the future: five steps for avoiding strategic surprises
Doug RandallThis paper aims to argue that the reason most organizations get blindsided by market transformations is that they undertake strategic planning processes – like scenario…
Leading the transformation to co‐creation of value
Venkat RamaswamyLeading businesses are learning how to use the engagement experiences of individuals and communities as the new basis of their value creation for customers. This paper aims to…
Stop improvising change management!
Hans Henrik Jørgensen, Lawrence Owen, Andreas NeusA major IBM consulting survey finds that most CEOs consider themselves and their organizations to be executing change poorly. In contrast, there are a few out‐performers (top 20…
Lessons for strategists in Graham & Dodd's Security Analysis, 6th edition
Joseph CalandroThis paper aims to consider how top corporate executives in a variety of industries can find important lessons in the recently published sixth edition of Benjamin Graham and David…
ISSN:
1087-8572Renamed from:
Planning ReviewOnline date, start – end:
1996Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridMerged from:
The AntidoteEditor:
- Mr Robert Randall