Strategy & Leadership: Volume 29 Issue 6

What’s in a name? Approaching organizational change

Change is not a commodity. When it is considered as a discrete thing – which the author terms the “commodification of change” – with a particular brand identity, it becomes…

Situational strategies: A management tool for turbulent times

To win in turbulence, senior executives must continually review three dimensions of their business context: their industry’s source and level of turbulence, their own strategic…

Five business‐model myths that hold companies back

Most executives are well aware of the acceleration in the pace of business, and they want to know what to do about it. The authors talked with executives in 40 companies about how…

Maturity models: Blueprints for e‐Volution

To maximize the potential for the change to produce positive results, business leaders must appreciate the transformational stages, key interdependencies and interrelationships…

B2B: back to basics – driving shareholder value

In the face of an uncertain, even down‐turning, economy, many executives are finding the pressures of improving shareholder value have replaced the intense pressures of the…

The new business agenda

Editorial

Foster "employee-customers" and hold on to your best ones

Note from the publisher

Getting ahead in the reward game