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STRATEGY & MANAGEMENT
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Reinventing Management

January 23, 2012 • LEADERSHIP, STRATEGY & MANAGEMENT, INNOVATION, Corporate Governance, Global Business, Emerging IdeasComments (2)

 By Julian Birkinshaw What is the future of management? Can management be reinvented to make it more effective as an agent of economic progress and more responsive to the needs of employees? You might also like: Reinvention: Critical to Business Success, but not Always Obvious Conflict Contagion: A Virus to Watch and Treat Early Sustainable …

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Inner Work Life: The Engine of Performance

January 23, 2012 • STRATEGY & MANAGEMENT, People Management, Team ManagmentComments (0)

By Teresa Amabile and Steven Kramer Workers around the world are becoming increasingly disengaged from their jobs. AON Hewitt found a global drop of four percent in engagement levels in 2010 – the largest single-year drop in 15 years. And Gallup recently

Does China Want to Buy Up Europe? Europe’s Crisis and China’s Reluctant Rise

January 23, 2012 • STRATEGY & MANAGEMENT, Global Business, Finance & EconomicsComments (0)

By Roland Benedikter and Jae-Seung Lee In the occasion of Germany’s Angela Merkel’s visit to China on 3rd February 2012, Chinese premier Wen Jiabao stated that “China does not want to buy Europe”. While unusual in international diplomacy, Chinese

Which Companies Benefit Most from UN Global Compact Membership?

November 24, 2011 • STRATEGY & MANAGEMENT, OPERATION, SUSTAINABILITY & ETHICS, Global Business, Social ImpactComments (0)

By Jette Steen Knudsen In this article I examine a key business question: which kinds of companies are most likely to benefit from joining international corporate social responsibility (CSR) initiatives and how should they proceed? You might also like:

Making Inclusive Growth a Reality: Lessons from India

November 24, 2011 • STRATEGY & MANAGEMENT, INNOVATION, Global Business, Delivering Innovation - Accenture Research, Emerging IdeasComments (0)

By Raghav Narsalay and Anish Gupta Reaching out to the poor in emerging markets has long been a laudable social goal. But in India today, it also represents the biggest business opportunity of the coming decade. While a number of obstacles stand in the way,

Understanding Cloud Computing Competition, Environment and Finance

November 24, 2011 • STRATEGY & MANAGEMENT, TECHNOLOGY, SUSTAINABILITY & ETHICS, Finance & Economics, Climate ChangeComments (0)

By Federico Etro Cloud computing allows firms to rent computing power and storage from cloud computing providers, and to pay on demand; this improves productivity and at the same time has a positive environmental impact, creating new businesses, investments

The Need For Reputation Management Capabilities

November 24, 2011 • STRATEGY & MANAGEMENT, Marketing & Consumers, Social ImpactComments (1)

By Daniel Diermeier Maintaining a strong reputation is critical for a company’s sustained success. Yet, almost every day a new crisis makes the headlines. These developments indicate a fundamental misalignment between growing reputational risk and its

Managing Paradox: the discipline of strategic execution

November 24, 2011 • STRATEGY & MANAGEMENT, INNOVATION, TransformationComments (0)

By Andrew Binns and Wendy Smith When a business faces the paradox between transforming for the future and securing its current market position, leading change requires a new toolkit. You might also like: Reinvention: Critical to Business Success, but not

Complexity Kills Profits – CEOs need to simplify their businesses

November 24, 2011 • LEADERSHIP, Corporate Governance, Global Business, Finance & EconomicsComments (4)

By Simon Collinson and Melvin Jay The competitive environment is becoming more complex and unpredictable, and senior managers have no control over the underlying trends, from globalisation to technological change. The most damaging kinds of complexity,

Making Best Practices Stick

November 24, 2011 • STRATEGY & MANAGEMENT, OPERATION, Global Business, Business ProcessComments (0)

By Adrian Done, Chris Voss and Niels Gorm Rytter Several key factors influence the short-term success and long-term sustainability of best practice interventions. Management of these factors is critical to instilling a culture of capability development –