Strategy & Leadership: Volume 37 Issue 2

Leadership – the five big ideas

Robert J. Allio

There 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 Vaidyanathan

Researchers 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 Ohlsson

When 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 Randall

This 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 Ramaswamy

Leading 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 Neus

A 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 Calandro

This 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…

Quick takes

Catherine Gorrell

A model for picking technology winners?

Alistair Davidson

Strategy in the media

Craig Henry

Editor’s letter

Robert M. Randall