{"title":"Understanding the fundamental economics of AI","authors":"B. Leavy","doi":"10.1108/sl-11-2022-0111","DOIUrl":"https://doi.org/10.1108/sl-11-2022-0111","url":null,"abstract":"\u0000Purpose\u0000This study aims to propose a conceptual framework describing the relationship between enablers of knowledge sharing (KS) and organizational sustainability.\u0000\u0000\u0000Design/Methodology/Approach\u0000An in-depth literature review based on PRISMA flowchart was conducted to identify the enablers of KS. The study develops a conceptual framework by assimilating enablers of KS on three levels: individual, technical, and organizational, to attain organizational sustainability.\u0000\u0000\u0000Findings\u0000Enablers of KS are beneficial for organizations to enable problem-solving, better and faster decision making, stimulating creativity and innovation, improved customers’ services, and leveraging employees? talent.\u0000\u0000\u0000Research/Limitations/Implications\u0000Within organizational structure, KS can be fostered by a culture that encourages employees to generate novel and creative ideas.\u0000\u0000\u0000Originality/Value\u0000The model of KS presented in this study is applicable to organizations in more complex and uncertain contexts, e.g., the post-pandemic era to retain and sustain talented employees.\u0000","PeriodicalId":169963,"journal":{"name":"Strategy & Leadership","volume":"37 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-12-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125336344","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 companies can prepare for the coming “AI-first” world","authors":"T. Davenport, Niti Mittal","doi":"10.1108/sl-11-2022-0107","DOIUrl":"https://doi.org/10.1108/sl-11-2022-0107","url":null,"abstract":"\u0000Purpose\u0000The authors’ research identified seven best practices of leading companies with a particularly aggressive “All-in-on-AI” approach to Artificial Intelligence technology. 10;\u0000\u0000\u0000Design/Methodology/Approach\u0000The article examines how successful companies are reskilling and upskilling their employees to help develop, interpret and improve AI systems.\u0000\u0000\u0000Findings\u0000To date, AI technologies are most commonly applied in making business processes more efficient, improving decisions and enhancing existing products and services, but “All-in-on-AI” companies eventually develop use cases across a wide variety of functions and processes, decisions and products or services.\u0000\u0000\u0000Practical/Implications\u0000While many have predicted that AI would replace humans, AI-powered companies see the primary goal as discovering how to get the best out of both by redesigning jobs, reskilling workers and becoming more efficient and effective in the process.\u0000\u0000\u0000Originality Value\u0000Companies seeking to get significant returns on their investment in AI should take note of the practices of leading firms.\u0000","PeriodicalId":169963,"journal":{"name":"Strategy & Leadership","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134478308","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":"Exploring the future of the “Experience Economy”","authors":"B. J. Pine II","doi":"10.1108/sl-10-2022-0101","DOIUrl":"https://doi.org/10.1108/sl-10-2022-0101","url":null,"abstract":"\u0000Purpose\u0000Respecting customers’ time and innovating ways to add value to how they spend it is now a crucial measure of how well companies’ offering experiences fulfill their purpose. Time is limited and attention is scarce, so enterprising companies will increasingly embrace experiences for demand generation.\u0000\u0000\u0000Design/methodology/approach\u0000To cope with the risks of Covid infection, many consumers shifted their experience menu from physical to digital, from social and communal to familial and individual. 10;But there are some differences that speak to the future of the Experience Economy. 10;\u0000\u0000\u0000Findings\u0000Instead of focusing on accumulating ever more material objects, the isolation forced by the pandemic has helped consumers to recognize that what gives their lives meaning is their shared experiences with family, loved ones, colleagues and friends.\u0000\u0000\u0000Practical/implications\u0000All businesses should be thinking creatively about innovating customer transformation opportunities -- for example, a new way for B2B companies to better accomplish their jobs-to-be-done.\u0000\u0000\u0000Originality/Value\u0000Experiential strategies and innovations that offer customers unique value have emerged in nearly every industry and business. A noted Experience Economy strategist looks at the future of such innovations. 10; 10\u0000","PeriodicalId":169963,"journal":{"name":"Strategy & Leadership","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-11-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126778567","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":"Innovation preservation and cultivation: where to locate transformational projects","authors":"Rita Gunther McGrath","doi":"10.1108/sl-10-2022-0099","DOIUrl":"https://doi.org/10.1108/sl-10-2022-0099","url":null,"abstract":"\u0000Purpose\u0000The reality of organizing new growth ventures is that every place to locate them in the organization has pros and cons.\u0000\u0000\u0000Design/Methodology/Approach\u0000Using a set of seven archetypes, executives can figure out which location solution fits the initiative and the parent company best.\u0000\u0000\u0000Findings\u0000Organizations pursuing ventures have a choice of how much separation/distance to insert between ongoing operations and the new business.\u0000\u0000\u0000Practical/Implications\u0000The “right” place to locate a venture also depends on such factors as the situation of the parent organization, the level of innovation maturity the parent organization has and the form and functions of the venture.\u0000\u0000\u0000Originality/Value\u0000One of the most critical decisions that executives need to make as they contemplate getting started with setting up an innovation/growth function within their organizations is where, organizationally, it belongs. Seven alternatives are analyzed.\u0000","PeriodicalId":169963,"journal":{"name":"Strategy & Leadership","volume":"25 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-11-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122440362","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":"Preparing leadership for daunting 21st Century challenges","authors":"R. Allio","doi":"10.1108/sl-10-2022-0096","DOIUrl":"https://doi.org/10.1108/sl-10-2022-0096","url":null,"abstract":"Purpose Given the dynamic uncertainty of markets and the painful consequences of wrong choices, we need to adopt a realistic perspective on how to develop the next generation of leaders to respond to these and other dilemmas. Design/Methodology/Approach At the simplest level, good leadership is determined by who we are, what we do and how we do it. I contend that practice is essential: that leadership skills and competencies improve with experimentation, applied experience, critical self-evaluation and refinement. 10; Findings In sum, leadership is a journey of discovery. Leaders become competent only through deliberate practice, seeking feedback, engaging in humble reflection and remaining open to change. Practical/Implications Learning how to lead in radically different situations in a volatile era is not a challenge that a model can resolve. Originality/value Our current leadership models fail to offer useful, practicable guidance. Every good leader must makes choices based on a combination of factors, including his or her perception of organizational priorities, interpretation of the landscape and composition of stakeholders","PeriodicalId":169963,"journal":{"name":"Strategy & Leadership","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-11-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131202264","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":"The making of a “Digital Mindset”","authors":"R. Wood","doi":"10.1108/sl-11-2022-238","DOIUrl":"https://doi.org/10.1108/sl-11-2022-238","url":null,"abstract":"","PeriodicalId":169963,"journal":{"name":"Strategy & Leadership","volume":"213 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114468075","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 business can address sensitive cultural challenges through tech-enabled, large-scale open collaboration and innovation with stakeholders","authors":"Liam Cleaver, Kristine Lawas, Anthony Marshall","doi":"10.1108/sl-10-2022-0097","DOIUrl":"https://doi.org/10.1108/sl-10-2022-0097","url":null,"abstract":"\u0000Purpose\u0000The authors explain how companies can use open innovation to embrace game-changing innovation through intensive collaboration with society’s stakeholders on fraught cultural and human resource issues.\u0000\u0000\u0000Design/Methodology/Approach\u0000The InnovationJam is a technology platform that enables a form of crowdsourcing connecting audiences of several hundred to hundreds of thousands of concurrent ‘jammers’ over a 30-72 hour period to explore business and societal issues in an open, collaborative format.\u0000\u0000\u0000Findings\u0000Crowdsourcing insight from committed participants can help to engage communities in active problem solving and implementing solutions.\u0000\u0000\u0000Practical/implications\u0000The approach gives voice to individuals who are often unheard within organizations given traditional confines of a job role, function and hierarchy.\u0000\u0000\u0000Originality/value\u0000In a time when social media often has a negative impact, the Jam proved that technology can serve as a catalyst for important, sensitive discussion and to bring people together who otherwise could never meet.\u0000","PeriodicalId":169963,"journal":{"name":"Strategy & Leadership","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-10-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131250813","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":"Building an ecosystem brand","authors":"Kaihan Krippendorff","doi":"10.1108/sl-08-2022-0081","DOIUrl":"https://doi.org/10.1108/sl-08-2022-0081","url":null,"abstract":"\u0000Purpose\u0000At Haier, one of the world’s largest suppliers of kitchen appliances, an initiative successfully transformed a culinary innovation into a novel ?ecosystem brand? ? a rapidly emerging economic model that is disrupting industries from entertainment and electronics to aviation and IT.\u0000\u0000\u0000Design Methodology Approach\u0000In addition to attracting and engaging users/ customers and employees, the brand must now be effective with a third stakeholder group: ecosystem partners.\u0000\u0000\u0000Findings\u0000Without a brand that attracts ecosystem partners an ecosystem will not exist.\u0000\u0000\u0000Practical Implications\u0000Ecosystems use a variety of mechanisms and processes to encourage adherence to a consistent brand.\u0000\u0000\u0000Originality Value\u0000Because ecosystem companies can continuously customize their offering by configuring the individual value of ecosystem partners in new ways they can compete. in a new way\u0000","PeriodicalId":169963,"journal":{"name":"Strategy & Leadership","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-09-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115694878","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}
Cindy Anderson, Jacob Dencik, Anthony Marshall, Raj Teer
{"title":"The co-evolution of data and the modern enterprise","authors":"Cindy Anderson, Jacob Dencik, Anthony Marshall, Raj Teer","doi":"10.1108/sl-08-2022-0082","DOIUrl":"https://doi.org/10.1108/sl-08-2022-0082","url":null,"abstract":"\u0000Purpose\u0000Central to the corporate response to decades of discontinuity has been a rapidly growing and increasingly impactful role of data and digital technologies. This article studies that co-evolution.\u0000\u0000\u0000Design/methodology/approach\u0000Reviewing annual and semi-annual IBM survey data from CEO interviews across the past 20 years, IBM Institute for Business Value research has gained a unique perspective on how corporate leaders have used data technology to stay at the vanguard of change.\u0000\u0000\u0000Findings\u0000In 2021, 62 percent of the highest performing CEOs said technology infrastructure, specifically data infrastructure, is the greatest challenge for their organization.\u0000\u0000\u0000Practical Implications\u0000From coping with uncertainty, change and complexity, to the need for more actionable insights, to empowering the individualization of the customer experience and engagement with ecosystem partners, data and digital technologies are now central to helping organizations address their top challenges.\u0000\u0000\u0000Originality Value\u0000Business leaders must think strategically about how the interplay between data, technology and business transformation will need to be shaped to catalyze even more value for the enterprise and its customers.\u0000","PeriodicalId":169963,"journal":{"name":"Strategy & Leadership","volume":"106 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-09-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131983536","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}
J. Liedtka, Adam Billing, Jessica Eldridge, Karen Hold, Brooke Kuhne, El Tong
{"title":"Assessing and developing an organization’s innovation competency profile","authors":"J. Liedtka, Adam Billing, Jessica Eldridge, Karen Hold, Brooke Kuhne, El Tong","doi":"10.1108/sl-08-2022-0080","DOIUrl":"https://doi.org/10.1108/sl-08-2022-0080","url":null,"abstract":"\u0000Purpose\u0000Like the management of quality in the 1970s, innovation has become everyone’s job and requires the management talents of every function. But the authors’ research demonstrates that innovation success also requires a complex bundle of diverse and often disparate skills, and finding individuals who possess them is a daunting task. Leaders must learn to diagnose skill deficiencies, develop a portfolio of competencies at both individual and team levels in the organization, and then drive a culture of innovation from the top.\u0000\u0000\u0000Design/methodology/approach\u0000Leaders must learn to diagnose innovation skill deficiencies, develop a portfolio of competencies at both individual and team levels in the organization, and then drive a culture of innovation from the top. The authors have identified five unique bundles of behaviors that, taken together, comprise an innovation capability.\u0000\u0000\u0000Findings\u0000The Innovation Mindsets Assessment tool is a questionnaire for assessing 44 behaviors underlying the five skills.\u0000\u0000\u0000Practical implications\u0000Obtaining accurate feedback requires that an innovator be able to vividly ‘presence’ the future, to be able to make it feel real to peers, potential customers and partners.\u0000\u0000\u0000Originality/value\u0000Now that innovation has become everyone’s job and requires the management talents of every function, defining and assessing the capabilities of all team members so that individual and group skill gaps can be remedied is a priority.\u0000","PeriodicalId":169963,"journal":{"name":"Strategy & Leadership","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-08-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133809295","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}
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