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Strategic Spotlight
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Knowledge Architects Wanted

June 27, 2017 • STRATEGY & MANAGEMENT, SPECIAL FEATURES, Strategic Spotlight, Team Managment • • Comments (0)

By Tammi L. Coles Organisations that embrace cross-domain knowledge can attain sustainable agility. In this article, the author highlights the significant yet often overlooked difference between specialist knowledge and architectural knowledge in the promotion of organisational agility.   Today’s fast-paced digitalisation and increasingly turbulent

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United Airlines, Artificial Intelligence, and Donald Trump: Reawakening Values in the Era of Fake Service, Fake Reality, and Fake News

June 13, 2017 • SUSTAINABILITY & ETHICS, Corporate Governance, Commentary, Editors' Pick, Social Impact, Strategic Spotlight • • Comments (0)

By Avi Liran and Simon L. Dolan Society has evolved and not all aspects of our lives were able to cope up with the changes and advances of the modern world. The authors elaborately sketch the current state of values particularly in our professional lives. The

Who Needs Silicon Valley? Made in Digital Germany is Europe’s Big Hope

March 15, 2017 • TECHNOLOGY, Big Data & Analytics, Editors' Pick, Internet of Things, Strategic Spotlight • • Comments (0)

The industrial and manufacturing landscape of 2025 will be massively different from today and every single “traditional” company has to digitally innovate if it is to survive. German and European manufacturing must co-innovate with the German software

Strategising for the Future

March 2, 2017 • STRATEGY & MANAGEMENT, Global Business, Strategic Spotlight • • Comments (1)

By Joan E. Ricart and Carlos Rey   In this article the authors discuss how organisations can better strategise for the future by integrating and balancing the three logical approaches to strategy: analytical, institutional and systemic. In the current

IT Negotiators: What’s Your Approach?

February 28, 2017 • TECHNOLOGY, Strategic Spotlight • • Comments (0)

By Will Baber and Arto Ojala IT and software industries appear to be collaborative in projects in house and among organisations as they plan and negotiate for mutual benefit. How can skilled, aware negotiators better match up their thinking to avoid

At Your Service: Management with HEART

February 8, 2017 • STRATEGY & MANAGEMENT, SPECIAL FEATURES, Marketing & Consumers, Editors' Pick, Strategic Spotlight • • Comments (0)

Interview with Rommel Gonzales The Bellevue Resort, Bohol, Philippines   “In the hospitality and airline industry, you are not selling rooms, nor selling airline seats. You are selling service.” A man with decades worth of experience in the

The Strategic Leader’s Roadmap

February 1, 2017 • STRATEGY & MANAGEMENT, Editors' Pick, Strategic Spotlight • • Comments (0)

By Harbir Singh and Michael Useem Based on the authors’ new book, The Strategic Leader’s Roadmap, this article stresses that strategic leadership constitutes a skillset that can be learned and mastered across a career. Becoming a strategic leader oneself

Managing Difficult Personalities

January 24, 2017 • STRATEGY & MANAGEMENT, Talent Management, Strategic Spotlight, Team Managment • • Comments (0)

By Zahir Irani and Amir Sharif   Taking a lead in handling difficult situations and difficult people can be the hardest part of any management role. In this article, the authors outline ways in which to handle such people and situations to ensure a better

Organisational Identity as the Touchstone for Strategic Decision Making

December 7, 2016 • STRATEGY & MANAGEMENT, Strategic Spotlight, Team Managment • • Comments (1)

By John C. Camillus   A firm’s Identity – its core values, enduring aspirations and distinctive competencies – is intended to guide management’s decision making. This article discusses the effective methodologies for translating the values,

Have We Lost the Ability to Listen to Bad News?

December 1, 2016 • STRATEGY & MANAGEMENT, INNOVATION, Emerging Ideas, Strategic Spotlight • • Comments (0)

By Kim E. van Oorschot, Luk N. Van Wassenhove, Kishore Sengupta & Henk Akkermans Research shows that project managers continuously prioritised good vibes (positive, but subjective signals) over bad news (negative, but objective signals), which resulted in

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