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Bigger is no Longer Better: Complexity and the New Frontier

May 20, 2012 • STRATEGY & MANAGEMENT, OPERATION, Global Business, Finance & Economics, Business ProcessComments (0)

By Andrei Perumal, Kelly Jones & Ann Bryan The world has changed – and complexity has emerged as one of the defining issues of our time.   You might also like: Reinvention: Critical to Business Success, but not Always Obvious Conflict Contagion: A Virus to Watch and Treat Early Strategic Transformation at Tennis Canada The …

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Walking the New Corridors of Power: Positioning your Business for the Era of Emerging-Market Integration

May 20, 2012 • STRATEGY & MANAGEMENT, INNOVATION, Global Business, Delivering Innovation - Accenture ResearchComments (0)

By Mark Purdy, Athena Peppes, Armen Ovanessoff & Kuangyi Wei Over the past decade, the corridors of trade and investment have increasingly been occupied by emerging markets—engaging with each other, “E2E.” This development is bound to upset

Mapping Human Behavior for Business

May 20, 2012 • STRATEGY & MANAGEMENT, Marketing & ConsumersComments (0)

By Alexander Bentley, Mark Earls and Michael J. O’Brien Brand data often show that “I’ll have what she’s having” is a better default setting than “I’ll select the rational option.” But when everyone just shrugs and says, “I’ll have what

Leadership and Culture: Part 1 – The Case for Culture

May 20, 2012 • LEADERSHIP, STRATEGY & MANAGEMENT, People Management, Leadership DevelopmentComments (3)

By Sean Culey Issues of corporate culture have long been of great concern to executives and management theorists alike for a simple reason; culture matters – enormously. In this two part article, Sean Culey will first take a close look at organisational

Needed: Executives (and Citizens) with a Global Mindset

March 23, 2012 • LEADERSHIP, INNOVATION, MBA & Executive Education, Global Business, Leadership DevelopmentComments (0)

By Nakiye A. Boyacigiller We are facing challenges of a global nature that require global citizenship, global responsibility, and global solutions. These cannot be achieved without an increasing cadre of managers who understand the world through global

Understanding and Mastering Complexit

March 23, 2012 • STRATEGY & MANAGEMENT, OPERATION, Global Business, Business ProcessComments (0)

By Wolfgang Amann, Christoph Nedopil & Ulrich Steger Complexity is re-emerging as a topic in top management. A combination of factors, such as the severe repercussions of the financial crisis and the acceleration of technological change, has reminded

Delivering Transformational Change

March 23, 2012 • LEADERSHIP, STRATEGY & MANAGEMENT, Global Business, TransformationComments (0)

By David Miller Change is becoming more frequent, radical and complex. Failure rates of change projects are high because organisations fail to implement the change fully. To overcome these challenges, the knowledge, skills and processes must be developed by

The Future Quotient: Managing Seriously Long-Term Risks and Opportunities

March 23, 2012 • STRATEGY & MANAGEMENT, SUSTAINABILITY & ETHICS, Global Business, Finance & EconomicsComments (1)

By John Elkington To succeed in the new world order, leaders need to switch from thinking about incremental change to transformational, systemic change. You might also like: Reinvention: Critical to Business Success, but not Always Obvious Conflict Contagion:

Good Profits and Growth How Net Promoter Helps Companies Thrive in a Customer-Driven World

March 22, 2012 • STRATEGY & MANAGEMENT, Marketing & Consumers, Editors' PickComments (0)

By Fred Reichheld, Rob Markey and Andreas Dullweber Companies are now finding that the only path to sustainable growth lies through “good profits” and long-term customer loyalty. The Net Promoter® system enables executives to rigorously measure customer

Lessons from the Front: A Practitioner’s Guide to Waging War on Complexity

March 22, 2012 • STRATEGY & MANAGEMENT, Strategic SpotlightComments (0)

By Stephen A.Wilson & Andrei Perumal Complexity is now top of the agenda for many Chief Executives. In today’s world—that is, after the financial collapse—companies’ plans for top-line growth are being scrutinized to determine whether they will