Strategy & Leadership最新文献_第6页

Three scenarios of the United States’ future – 2022 to 2050 美国未来的三种情景——2022年到2050年

Strategy & Leadership Pub Date : 2022-08-25 DOI: 10.1108/sl-07-2022-0077

Bill Ralston

{"title":"Three scenarios of the United States’ future – 2022 to 2050","authors":"Bill Ralston","doi":"10.1108/sl-07-2022-0077","DOIUrl":"https://doi.org/10.1108/sl-07-2022-0077","url":null,"abstract":"\u0000Purpose\u0000The author develops three U.S. scenarios to enable practitioners to gain a new mental model of the future from 2022 to 2050 by analyzing the uncertainties around major issues.\u0000\u0000\u0000Design/methodology/approach\u0000The process has two elements: the predictable developments and the scenarios of possible extreme outcomes of major uncertainties. Five steps to create a mental model for how the United States could evolve out to 2050 are mapped out.\u0000\u0000\u0000Findings\u0000“The development that defines the ‘Socially Divided’ scenario is China’s brutal nationalism and displacement of the United States as the world’s number one superpower.’ 10; 10;‘The signature event of the ?Security United’ scenario is the global depression from 2026 to 2035 brought on by China’s collapsing economy.’ 10; 10;?China and the U.S. remain neck and neck in the global competition for economic power throughout the ‘Economy Focused’ scenario.” 10\u0000\u0000\u0000Research/Limitations/Implications\u0000Supplementary data is included with the online version of the article.\u0000\u0000\u0000Practical/Implications\u0000Immersing ourselves in realistic narratives of the future helps us sidestep our inclination to go with what we’ve done in the past.\u0000\u0000\u0000Originality/Value\u0000A unique look at three plausible futures of the U.S. from 2022 to 2050. Every company should immerse itself in the scenarios to anticipate distinctly different future business environments. The article also serves as a learning model for scenario development.\u0000","PeriodicalId":169963,"journal":{"name":"Strategy & Leadership","volume":"2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-08-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"117332332","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}

引用次数: 0

Why customer primacy must become the driver of performance at JP Morgan 为什么客户至上必须成为摩根大通业绩的驱动力

Strategy & Leadership Pub Date : 2022-08-08 DOI: 10.1108/sl-07-2022-0075

S. Denning

引用次数: 0

Rethinking business transformation: how multiple technologies interact with intelligent workflows to produce exponential value 重新思考业务转型:多种技术如何与智能工作流交互以产生指数级价值

Strategy & Leadership Pub Date : 2022-07-18 DOI: 10.1108/sl-06-2022-0066

Jacob Dencik, Anthony Marshall

{"title":"Rethinking business transformation: how multiple technologies interact with intelligent workflows to produce exponential value","authors":"Jacob Dencik, Anthony Marshall","doi":"10.1108/sl-06-2022-0066","DOIUrl":"https://doi.org/10.1108/sl-06-2022-0066","url":null,"abstract":"\u0000Purpose\u0000IBM IBV research shows that interactions between several new digital technologies and between these technologies and other organizational capabilities enable and drive the business value needed for successful transformation.\u0000\u0000\u0000Design/Methodology/Approach\u0000Organizations should first identify the high value workflows and focus on what it takes to transform them.\u0000\u0000\u0000Findings\u0000IBM IBV analysis found that if an organization excels at implementing four key elements of transformation together with an integrated set of digital technologies, the revenue impact of a dollar invested is as much as 13 times greater than the revenue impact of a single technology such as cloud alone.\u0000\u0000\u0000Practical/implications\u0000Workflows provide an end-to-end perspective of what scaled transformation will look like while enabling identification of appropriate areas of immediate transformation.\u0000\u0000\u0000Originality/Value\u0000This paper especially valuable to practitioners and academics because it is sourced from multiple recent large-scale C-suite executive surveys conducted by the IBM Institute for Business Value, working in collaboration with Oxford Economics.\u0000","PeriodicalId":169963,"journal":{"name":"Strategy & Leadership","volume":"131 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121563340","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}

引用次数: 0

Into the eXperience-verse: the strategic frontier of cloud business innovation and value co-creation 进入体验时代:云业务创新与价值共创的战略前沿

Strategy & Leadership Pub Date : 2022-07-08 DOI: 10.1108/sl-06-2022-0061

V. Ramaswamy, K. Narayanan

引用次数: 2

How to design an organization to enable the implementation of the company’s sustainability agenda 如何设计一个组织来实现公司的可持续发展议程

Strategy & Leadership Pub Date : 2022-06-28 DOI: 10.1108/sl-06-2022-0055

H. Vantrappen, M. Wagemans

引用次数: 0

Overcoming the preparedness paradox: five initiatives to ready businesses for an uncertain future disruption 克服准备悖论:让企业为不确定的未来颠覆做好准备的五项举措

Strategy & Leadership Pub Date : 2022-06-14 DOI: 10.1108/sl-05-2022-0051

G. Day, R. Dennis

{"title":"Overcoming the preparedness paradox: five initiatives to ready businesses for an uncertain future disruption","authors":"G. Day, R. Dennis","doi":"10.1108/sl-05-2022-0051","DOIUrl":"https://doi.org/10.1108/sl-05-2022-0051","url":null,"abstract":"\u0000Purpose\u0000The crippling lack of attention to potentially apocalyptic alerts also afflicts specific warnings about more common serious threats to the supply chain when there can be no certainty about their occurrence. Instead of mobilizing an organization to prepare for threats, inaction often prevails when leaders filter warning signals through eyes clouded by cataracts of self-deception, myopia and inertia. 10;\u0000\u0000\u0000Design/Methodology/Approach\u0000The corrective to the preparedness paradox: five attention-getting actions that prompt low-cost readiness for potential disruptions.\u0000\u0000\u0000Findings\u0000The route to preparedness starts when the leadership team is collectively curious about anomalies in the business market, emerging technology or social environment.\u0000\u0000\u0000Practical/Implications\u0000Pursuing the significance of an anomaly requires the exercise of curiosity.\u0000\u0000\u0000Originality/Value\u0000The authors offer time-tested ways to improve an organization's attention to potential threats and new opportunities. Their recommended approaches include: learning from good and bad past experience, staying alert to anomalies, narrating credible stories about the future and creating engaging experiences through simulations.\u0000","PeriodicalId":169963,"journal":{"name":"Strategy & Leadership","volume":"13 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-06-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122210669","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}

引用次数: 1

Richard Rumelt: A “challenge-led” approach to creating effective strategy Richard Rumelt:以“挑战为导向”的方法来创建有效的战略

Strategy & Leadership Pub Date : 2022-06-06 DOI: 10.1108/sl-05-2022-0049

B. Leavy

引用次数: 0

Making the responsibility for practicing sustainability a company-wide strategic priority 将实践可持续发展的责任作为全公司的战略重点

Strategy & Leadership Pub Date : 2022-05-20 DOI: 10.1108/sl-04-2022-0039

Haynes Cooney, Jacob Dencik, Anthony Marshall

引用次数: 2

Why CEOs need to make supplier strategy and procurement leadership imperatives 为什么ceo需要制定供应商战略和采购领导力

Strategy & Leadership Pub Date : 2022-05-11 DOI: 10.1108/sl-04-2022-0038

C. Schuh, Wolfgang Schnellbächer, Alenka Triplat, Daniel Weise