Table of contents
How Tesla’s management innovations operationalize its “Deep Purpose” to save the planet
Stephen DenningInstead of merely adding a socially popular mission to its existing business goals, Tesla’s CEO Elon Musk has innovated its operations by working backwards from its mission of…
Three avenues of innovation for new market creation and growth
W. Chan Kim, Renée MauborgneTo present a holistic picture of the three paths to new market creation, what leads to one form of market creation over another, and how each path triggers a different balance…
From manager to inclusive leader: traits and tactics for success
Shehla MalikWith ever increasing crises situations, the organizations need nonconventional leaders to solve new problems at workplace while successfully leading millennials and Gen Z…
Factors that make open innovation more successful than traditional approaches
Jacob Dencik, Lisa-Giane Fisher, Lisa Higgins, Anthony Lipp, Anthony Marshall, Kirsten PalmerFour management capabilities for successfully operationalizing open innovation are: strategy and culture, ecosystem capability, internal capability and technology enablement…
Visioning strategy through the “Johari window”: discovering critical “unknowns” in a rapidly evolving context
James WelchThe purpose of this article is to examine the interaction of strategy formulation with the intelligence variation of the Johari window. Formulating firm strategy with an…
Value destruction at Marvel, and how to manage customer alienation risk
Joseph CalandroThe purpose of the paper is to address customer alienation risk in the context of Marvel's recent (as of June 2023) under-performance and its contribution to Disney's stock's 50…
ISSN:
1087-8572Renamed from:
Planning ReviewOnline date, start – end:
1996Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridMerged from:
The AntidoteEditor:
- Mr Robert Randall