Strategy & Leadership最新文献

{"title":"Revisiting “What is Strategy?” and Why it Matters","authors":"Kenneth Cory","doi":"10.1108/sl-07-2023-0077","DOIUrl":"https://doi.org/10.1108/sl-07-2023-0077","url":null,"abstract":"\u0000Purpose\u0000There are few concepts in the modern business lexicon where people feel as strongly confident in their understanding of its meaning – while there is simultaneously such profound disagreement in how people actually define the term – than the concept of “strategy.” After decades of research and publications trying to correct this situation, the problem remains. It is difficult to advance the field, teach the field, or even effectively put it into practice if you cannot define what “it” is in a clear, concise, and meaningful way. This paper offers updated definitions of key strategic management concepts.\u0000\u0000\u0000Design/methodology/approach\u0000A large academic and practitioner literature review was added to the author’s personal experience as a Fortune 500 chief strategy officer and university professor to identify five separate concepts at the heart of current colloquial uses of the term “strategy.” These concepts were then clarified and defined with implications summarized.\u0000\u0000\u0000Findings\u0000The generic term “strategy” is frequently used in place of multiple other very distinct concepts. This problem of concept ambiguity can be greatly reduced by understanding and emphasizing the definitions and usage of five other, already existing, business terms – “Strategic Management,” “Strategic Planning Process,” “Strategic Plan,” “Realized Strategy,” and “Business Model.”\u0000\u0000\u0000Originality/value\u0000This paper identifies the negative effects of the misuse of the term strategy and offers clear, concise remedies. Resolving the definition problems is a necessary precursor to the advancement, education, and practice of the field.\u0000","PeriodicalId":169963,"journal":{"name":"Strategy & Leadership","volume":"32 9","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140431734","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Managing the emerging role of generative AI in next-generation business","authors":"Jacob Dencik, Brian Goehring, Anthony Marshall","doi":"10.1108/sl-08-2023-0079","DOIUrl":"https://doi.org/10.1108/sl-08-2023-0079","url":null,"abstract":"\u0000Purpose\u0000Since the release of ChatGPT by OpenAI in November 2022 – with its ability to create compelling, relevant content, new large language model (LLM) technology – business leaders, especially CEOs, are being pressured to accelerate new generative AI investments. IBM IBV surveyed executives to assess their progress and concerns and their adoption strategies.\u0000\u0000\u0000Design/methodology/approach\u0000Adoption of generative AI is still in its very early stages. Most organizations are only beginning to figure out how and where to make use of it. In fact, as few as 6 percent of executives in new surveying conducted by the IBM Institute for Business Value say they are operating generative AI in their enterprise today.\u0000\u0000\u0000Findings\u0000In contrast to many peoples’ expectations about AI, automating tasks is not the top priority for executives looking to tap generative AI to grow business value. Looking at benefits by function, research and innovation is the primary area where organizations see opportunities for generative AI.\u0000\u0000\u0000Practical implications\u0000IBM IBV's recent survey of executives found that the key barriers to the effective deployment and use of generative AI are linked to security, privacy, ethics, regulations and economics – not access to the underlying technology itself.\u0000\u0000\u0000Originality/value\u0000Organizations will have to evaluate where in their enterprise the potential gains and cost efficiencies outweigh the risks of possible errors or unintended consequences from the use of generative AI along with broader ethical considerations. Ecosystems expand generative AI opportunities to harness data, insights and technology capabilities from across partners and stakeholders while enabling control over the capabilities that are most central to an organization’s value proposition.\u0000","PeriodicalId":169963,"journal":{"name":"Strategy & Leadership","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-08-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115994244","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Leading hybrid teams in a transition to the future knowledge workplace","authors":"Jodi Detjen, S. Webber","doi":"10.1108/sl-06-2023-0065","DOIUrl":"https://doi.org/10.1108/sl-06-2023-0065","url":null,"abstract":"\u0000Purpose\u0000Leaders face a unique opportunity to rethink the workplace in a post-pandemic environment. Virtual work demands and unclear messaging from senior leadership has created burnout and frustration. Reverting to traditional organizational structures and policies fails to recognize and leverage the potential to capitalizing on the momentum to change the nature of work. Creating a hybrid work environment by delegating the design process to teams and giving team leaders the tools and skills necessary to be successful leverages the transition to the future workplace.\u0000\u0000\u0000Design/methodology/approach\u0000We worked with a knowledge-based organization to transition employees to a hybrid team environment.\u0000\u0000\u0000Findings\u0000We offer the diverse approaches organizations are taking in a post-pandemic workplace and the challenges facing leaders reverting to the traditional work environment. Focusing on the future of work in a hybrid environment, we provide an approach enabling team leaders and team members to be the arbiters of their work environment.\u0000\u0000\u0000Practical implications\u0000Our multistep process allows team leaders to quickly adapt and implement effective hybrid teamwork.\u0000\u0000\u0000Originality/value\u0000We propose a multistep process for team leaders to leverage the transition to improve high-performing teams in a hybrid workplace.\u0000","PeriodicalId":169963,"journal":{"name":"Strategy & Leadership","volume":"15 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-08-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132742273","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Nine key forces reshaping the workplace","authors":"Gregory Gimpel","doi":"10.1108/sl-07-2023-259","DOIUrl":"https://doi.org/10.1108/sl-07-2023-259","url":null,"abstract":"","PeriodicalId":169963,"journal":{"name":"Strategy & Leadership","volume":"76 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-08-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124176800","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Three avenues of innovation for new market creation and growth","authors":"W. C. Kim, Renée Mauborgne","doi":"10.1108/sl-07-2023-0071","DOIUrl":"https://doi.org/10.1108/sl-07-2023-0071","url":null,"abstract":"\u0000Purpose\u0000The process of redefining an existing industry problem, and then solving the redefined problem is the essence of the “blue ocean strategy” approach, which generates a more balanced blend of disruptive and nondisruptive growth.\u0000\u0000\u0000Design/methodology/approach\u0000The authors’ “A Growth Model of Market-Creating Innovation Strategy” presents a framework that shows three paths and how each triggers a different balance between disruptive and nondisruptive growth.\u0000\u0000\u0000Findings\u0000Between solving an existing industry problem and identifying and solving a brand-new problem or creating a brand new opportunity outside industry boundaries lies the path to ‘blue ocean strategy.’\u0000\u0000\u0000Practical implications\u0000Leaders ideally choose a path to market creation where their current business is not disrupted by the initiative and where economic growth and social good are not trade-offs.\u0000\u0000\u0000Originality/value\u0000The article offers a unique review of the less disruptive path—blue ocean strategy—between solving an existing industry problem and identifying and solving a brand-new problem or creating a brand new opportunity outside industry boundaries\u0000","PeriodicalId":169963,"journal":{"name":"Strategy & Leadership","volume":"37 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-08-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116603439","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Value destruction at Marvel, and how to manage customer alienation risk","authors":"J. Calandro","doi":"10.1108/sl-07-2023-0074","DOIUrl":"https://doi.org/10.1108/sl-07-2023-0074","url":null,"abstract":"\u0000Purpose\u0000The 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 percent-plus decline.\u0000\u0000\u0000Design/methodology/approach\u0000Research followed recent developments at Disney/Marvel, as well as the Bud Light customer alienation, and reconciled those developments to core brand and strategic risk management resources to derive practical suggestions to mitigate customer alienation risk across industries.\u0000\u0000\u0000Findings\u0000Marvel’s experience offers lessons that have relevance across industries inasmuch as a super hero paradigm is effectively a brand. The stronger the bond between customers and a brand, the more customers will maintain or extend their buying patterns over time. And the more customers personally identify with a brand, the greater the likelihood a customer alienation will occur if a firm disrespects that bond. Four practical suggestions are presented that will help to ensure the integrity of brands.\u0000\u0000\u0000Originality/value\u0000While the under-performance of Disney/Marvel has been (and is) covered in the press, this is the first paper that we are aware of that links that under-performance to customer alienation risk.\u0000","PeriodicalId":169963,"journal":{"name":"Strategy & Leadership","volume":"25 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-08-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130308445","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"How Tesla’s management innovations operationalize its “Deep Purpose” to save the planet","authors":"S. Denning","doi":"10.1108/sl-07-2023-0069","DOIUrl":"https://doi.org/10.1108/sl-07-2023-0069","url":null,"abstract":"\u0000Purpose\u0000Instead 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 saving the planet by making and selling a vast number of electric cars in order to help remove a principal cause of an approaching global environmental disaster.\u0000\u0000\u0000Design/methodology/approach\u0000When Elon Musk became CEO in 2008, Tesla’s mission of saving the planet by replacing gasoline-driven cars with electric cars seemed a preposterous overreach.\u0000\u0000\u0000Findings\u0000Tesla is not only making extraordinary progress towards the accomplishment of its mission, but the mission serves as an accelerator of its business generally and its innovations in particular.\u0000\u0000\u0000Practical implications\u0000The example of CEO Musk showing up on the factory floor, and working shoulder to shoulder with the staff in teams and mobs to solve urgent bottleneck issues sets the tone of Tesla’s workplace. The overriding preoccupation with accelerating innovation is enabled by modularity in design.\u0000\u0000\u0000Originality/value\u0000A unique study of Tesla’s post-Agile management innovations by an expert on Agile teams and practices.\u0000","PeriodicalId":169963,"journal":{"name":"Strategy & Leadership","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-07-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130356699","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Visioning strategy through the “Johari window”: discovering critical “unknowns” in a rapidly evolving context","authors":"James Welch","doi":"10.1108/sl-05-2023-0056","DOIUrl":"https://doi.org/10.1108/sl-05-2023-0056","url":null,"abstract":"\u0000Purpose\u0000The 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 understanding of these four knowledge-awareness areas can help a company understand their own strengths and weakness in relation to the dynamics of the industry in which they operate while also developing a greater awareness and understanding of their competition, environmental considerations, and future implications. Through this interaction, a firm can identify factors impacting the organization's future success and can develop a comprehensive strategic plan that adapts to changes and uncertainties in the environment.\u0000\u0000\u0000Design/methodology/approach\u0000Extant literature and available tools are explored to develop a usable framework in conducting an extensive SWOT analysis as related to the four knowledge-awareness areas, known knowns, known unknowns, unknown knowns, and unknown unknowns.\u0000\u0000\u0000Findings\u0000It is crucial for businesses to acknowledge the significance of integrating all four categories of knowledge-awareness, known knowns, known unknowns, unknown knowns, and unknown unknowns, into their strategic formulation, as this can facilitate the development of adaptable and effective strategic plans that consider the constantly evolving business landscape. This approach can equip organizations with the necessary tools to thrive over the long term, even with unforeseen obstacles and uncertainties. It is imperative that businesses do not overlook the importance of considering all four categories during analysis to enable them to achieve strategic planning that is both effective and adaptable.\u0000\u0000\u0000Originality/value\u0000Focusing only on the knowns that are already identified, while disregarding the unknowns that have not been discovered, can lead to blind spots and oversights that can be detrimental to the organization's growth and sustainability. By being aware of all four categories of knowledge, an organization can adapt to changes and uncertainties in the business environment, and make informed decisions based on a fuller picture of the situation.\u0000","PeriodicalId":169963,"journal":{"name":"Strategy & Leadership","volume":"15 2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-07-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123265919","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"From manager to inclusive leader: traits and tactics for success","authors":"Shehla Malik","doi":"10.1108/sl-04-2023-0042","DOIUrl":"https://doi.org/10.1108/sl-04-2023-0042","url":null,"abstract":"\u0000Purpose\u0000With ever increasing crises situations, the organizations need nonconventional leaders to solve new problems at workplace while successfully leading millennials and Gen Z employees. The author offers a solution to this by presenting a process to transform managers into inclusive leaders. This involves development of six key attributes in managers and utilizing tactics to internalize these attributes in managers’ behavior.\u0000\u0000\u0000Design/methodology/approach\u0000The paper describes six key behavioral traits and tactics to transform managers into inclusive leaders by reviewing existing literature in the field of inclusive leadership.\u0000\u0000\u0000Findings\u0000The paper finds that preparing inclusive leaders is a process that can be achieved through organization-wide programs and initiatives. Preparing such leaders involves development of six signature traits namely, curiosity, cognizance of bias, courage, cultural intelligence, collaboration and commitment. Once these traits are learned by managers, several tactics can be used for internalization of these traits managers’ behavior.\u0000\u0000\u0000Practical implications\u0000Leading through conventional leadership styles in this era of unprecedented work settings will not solve the new-age complex problems arising at work. This calls for building leaders who are able to lead with empathy and cultural intelligence.\u0000\u0000\u0000Originality/value\u0000Despite a plethora of literature on various leadership styles, many uphill challenges being faced by organizations could only be solved by building inclusive leaders. To answer this problem, this study demonstrates six key traits to be developed in managers followed by application of the right tactics to help managers internalize these traits and become successful at practicing the art of “Inclusive Leadership.”\u0000","PeriodicalId":169963,"journal":{"name":"Strategy & Leadership","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-07-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126885895","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Factors that make open innovation more successful than traditional approaches","authors":"Jacob Dencik, Lisa Fisher, Lisa Higgins, Anthony Lipp, Anthony Marshall, Kirsten Palmer","doi":"10.1108/sl-05-2023-0057","DOIUrl":"https://doi.org/10.1108/sl-05-2023-0057","url":null,"abstract":"\u0000Purpose\u0000Four management capabilities for successfully operationalizing open innovation are: strategy and culture, ecosystem capability, internal capability and technology enablement. Surveying more than 1,000 executives on current open innovation practices and capabilities, IBM IBV was able to identify how the different operating model capabilities interact and complement each other to drive better innovation and business performance.\u0000\u0000\u0000Design/methodology/approach\u0000To help organizations build and improve their open innovation capabilities, the IBM Institute for Business Value (IBV) partnered with APQC to develop the Ecosystem-Enabled Innovation Maturity Model (EEIMM) - an open standards model encompassing four domain competencies required for successful open innovation. To assess the maturity and benchmark the performance of organizations’ open innovation capabilities, the IBV, in collaboration with Oxford Economics, used the EEIMM to survey over 1000 leaders responsible for open innovation at their organizations.\u0000\u0000\u0000Findings\u0000Four management capabilities for successfully operationalizing open innovation are: strategy and culture, ecosystem capability, internal capability and technology enablement. IBV analysis found that organizations that are more advanced in developing the four building blocks see significantly better performance across key financial and innovation metrics.\u0000\u0000\u0000Practical implications\u0000For every dollar of investment, the proportion of direct revenue attributed to open innovation is four times higher than for traditional innovation.\u0000\u0000\u0000Originality/value\u0000Leading organizations are embracing open innovation as a critical component of innovation strategy and investment. They recognize that adopting open innovation yields far greater returns than traditional innovation can. Recent research by the IBM Institute for Business Value (IBM IBV) reveals, for example, that as many as 84 percent of executives now view open innovation as important for their organization’s future growth.\u0000","PeriodicalId":169963,"journal":{"name":"Strategy & Leadership","volume":"58 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-07-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131012734","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}