The Lords of Strategy by Walter Kiechel III
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Evolving Ideas About Business Strategy
Pankaj Ghemawat Evolving Ideas about Business Strategy This paper updates an earlier article published in Business History Review that concluded that by the second half of the 1990s, there had been a profusion of new, purportedly practical ideas about strategy, many of which embodied some explicit dynamics. This update provides several indications of a drop- off since then in the rate of development of new ideas about strategy but also a continued focus, in the new ideas that are being developed, on dynamics. And since our stock of dynamic frameworks has, based on one enumeration, more than doubled in the last fifteen to twenty years, updating expands both the need and the empirical basis for some gener- alizations about the types of dynamic strategy frameworks— and strategy frameworks in general—that managers are likely to find helpful versus those that they are not. n 2002, I published an article in the Business History Review, “Com- Ipetition and Business Strategy in Historical Perspective,” that at- tempted to provide an overview of the evolution of practical—rather than academic—ideas about business strategy from the beginnings of the field through the second half of the 1990s. It concluded that, by then, (1) there had been a profusion of new ideas about strategy, which had probably started in the early to mid-1980s, and (2) many of the new ideas embodied some explicit dynamics, compared with the typical- ly timeless or static approaches to strategy that had previously domi- nated the field. The article was, however, qualified in its -
Dual Transformation: How to Reposition Today's Business While Creating the Future
Dual Transformation How to Reposition Today’s Business While Creating the Future Scott D. Anthony, Clark G. Gilbert, and Mark W. Johnson ©2017 by Scott D. Anthony, Clark G. Gilbert, and Mark W. Johnson Adapted by permission of Harvard Business School Publishing Corporation ISBN: 978-1-633-692480 Estimated reading time of book: 4–5 hours KEY CONCEPTS • Disruption is the greatest challenge facing leaders today. It is both creative and destructive, displacing the existing market by offering new solutions to a wider, historically constrained market, often using a different business model. • Business leaders should not wait until their businesses are in decline—by then, it is too late. Instead, they should expect their business models to change, be ever vigilant of innovative upstarts and fringe markets, and have the courage to leap well before the platform burns. • To survive disruptive change and potentially emerge stronger, leaders must take the necessary steps to reposition their core businesses (transformation A), while driving new growth (transformation B). Transformations A and B should share a capabilities link of difficult-to-replicate assets that give businesses a competitive advantage. • Transformation A generates the money to fund transformation B, which, initially, will contribute only marginally to a company’s bottom line. Over time, the core business will be eclipsed by the new growth business, which, if successful, will generate a larger percentage of the company’s profit. • A culture of curiosity, experimentation, and the freedom to fail is needed if a company is to break out of the pre- dictable patterns that led to its success thus far. -
Understanding Our Social Impact: 25 Years of Social Enterprise At
UNDERSTANDING OUR SOCIAL IMPACT 25 YEARS OF SOCIAL ENTERPRISE AT HBS INSPIRING LEADERSHIP FOR GOOD CHANGE IS OUR BUSINESS IDEAS THAT HAVE SHAPED THE FIELD PAGE 2 NETWORKS THAT CHANGE THE WORLD PAGE 22 OUR FOUNDATION AND THE FUTURE PAGE 38 INDEXING AT 25 PAGE 52 THE IDEAS SEEMED RADICAL. The Social Enterprise Initiative started as an experiment at HBS. The dean told a donor to wait two years before he would accept a $10 million gift. As a reflection of the norms at that time, junior faculty members were advised that their research interests might amount to “career suicide.” HBS stepped into the void. Today, we see how those actions helped shape the practice of managers seeking change for good across the globe. It is the courage and vision of these pioneers that helps us navigate our own path forward in a world in need of leadership. OUR JOURNEY 25 YEARS OF SEI 1991 1993 1995 2000 2003 2006 2011 2014 2015 2018 John C. Whitehead (MBA The Social Enterprise Initiative The Strategic Perspectives Student leaders hold the HBS commences the MBA The Business at the Base of The Forum on Social Impact The Business for Social The new Public Developed out of SEI’s 1947) writes to Dean John H. (SEI) launches under the in Nonprofit Management first annual Social Enterprise elective on Entrepreneurship the Pyramid MBA elective Investing pursues an action Impact Forum convenes Entrepreneurship MBA Impact CoLab research McArthur encouraging HBS to leadership of faculty cochairs (SPNM) executive education Conference (SECON). in Education Reform and launches as does a custom research agenda, hosting 100+ practitioners and elective addresses issues project, the Investing start a nonprofit management James E. -
Owen Graduate School of Management
Owen Graduate School of Management Vanderbilt University 2017/2018 Archived 2017/2018 of Management Owen Graduate School Containing general information and courses of study for the 2017/2018 session corrected to 2 July 2017 Nashville School 2017/2018 The university reserves the right, through its established procedures, to modify the requirements for admission and graduation and to change other rules, regulations, and provisions, including those stated in this bulletin and other publications, and to refuse admission to any student, or to require the with- drawal of a student if it is determined to be in the interest of the student or the university. All students, full time or part time, who are enrolled in Vanderbilt courses are subject to the same policies. Policies concerning noncurricular matters and concerning withdrawalGraduate for medical or emotional reasons can be found in the Student Handbook, which is on the Vanderbilt website at vanderbilt.edu/student_handbook.Archived Management NONDISCRIMINATION STATEMENT In compliance with federal law, including the provisions of Titleof VII of the Civil Rights Act of 1964, Title IX of the Education Amendment of 1972, Sections 503 and 504 of the Rehabilitation Act of 1973,Owen the Americans with Disabilities Act (ADA) of 1990, the ADA Amendments Act of 2008, Executive Order 11246, the Vietnam Era Veterans Readjustment Assistance Act of 1974 as amended by the Jobs for Veterans Act, and the Uniformed Services Employ- ment and Reemployment Rights Act, as amended, and the Genetic Information Nondiscrimination Act of 2008, Vanderbilt University does not discriminate against individuals on the basis of their race, sex, sexual orientation, gender identity, religion, color, national or ethnic origin, age, disability, military service, covered veteran status, or genetic information in its administration of educational policies, programs, or activities; admissions policies; scholarship and loan programs; athletic or other university-administered programs; or employment. -
Disruptive Innovation Absorption Methodology, K³.P.I., Extension of Clayton Christensen Principles for Corporate Leaders and Its Followers
Alex EM Chenevier / Int. J. Systematic Innovation, 4(4), 56-60 (2017) Disruptive Innovation Absorption Methodology, K³.P.I., Extension of Clayton Christensen Principles for Corporate Leaders and Its Followers Alex EM Chenevier Founder of Managitech Ltd. E-mail: [email protected] Abstract Fig. 1 Disruptive innovation methodology key³ performance indicator℠ In The Innovator’s Dilemma, published in 1997, Clayton Christensen – Harvard Professor – pinpointed the reasons that so many companies fail against the odds. ‘In this revolutionary bestseller, Clayton Christensen demonstrates how successful, outstanding companies can do everything “right” and yet still lose their market leadership – or even fail – as new, unexpected competitors rise and take over the market. Why? Because the inner technological capabilities of established organizations have been arguably altered/hold up by board member decisions interpretation hindered by cognitive limitations i.e. decision making heuristics of managers e.g. expertise, experiences, networks, company contract ties build upon efficiency. What is the solution? The solution is to reconcile organizations with their technological potential, legitimately available for disruptive innovation absorption, by providing on a systemic manner a workable diagnosis and absorption framework which is non-judgmental. In this paper, the author introduce its logic incl. knowledge space, path dependency and knowledge fusing, ultimately surfacing a unified model, perhaps for the first time found as definite, quan- -
Disruptive Genius Innovation Guru Clayton Christensen on Spreading His Gospel, the Gospel, and How to Win with the Electric Car
Disruptive Genius Innovation guru Clayton Christensen on spreading his gospel, the Gospel, and how to win with the electric car !"# !" $%& 34 years old, explain this by our having smarter people. Clayton Christensen start- by Craig Lambert The other companies had smart owners Wed a company with a few and smart managers, too. How could smart MIT professors called Ceramics Process Systems Corporation. “I people fail? I started to think about other industries where tal- was the business guy,” he explains. “We were making new prod- ented leaders had failed—were they actually stupid managers?” ucts out of advanced materials. In that market niche, we were the Living in the Boston area, Christensen, M.B.A. ’79, D.B.A. ’92, only ones to succeed: we beat DuPont, Alcoa, Hoechst. I could not now Clark professor of business administration, had enjoyed a 38 J'() - A'*'&+ 2014 Illustrations by Taylor Callery Reprinted from Harvard Magazine. For more information, contact Harvard Magazine, Inc. at 617-495-5746 close-up view of the rise and fall of Digital Equipment Corpora- Innovator’s Dilemma. Yet, “Ironically…it was disruptive technology that tion (DEC), a minicomputer manufacturer. DEC ranked among precipitated the leading [disk-drive] firms’ failure.” the world’s most widely admired companies in the 1970s and 1980s, He explains that disruptive products are typically “cheaper, and was, after state government, the second-largest employer in simpler, smaller, and, frequently, more convenient to use.” They Massachusetts. Minicomputers were much smaller than main- tend to reach new markets, enabling their producers to grow rap- frames, which had appeared in the 1950s, yet much larger than the idly and—with technological improvements—to eat away at the personal desktop computers that followed them, beginning in the market shares of the leading vendors. -
Papers/Delivering Value- Social Capital of Teams Burt GSB.Pdf
Delivering Value: The Social Capital of Teams Trust and reputation emerged in the first session as key success factors for people trying to build bridges across structural holes. This session is about the critical role that teams play in building trust and reputation. Value is created by bridging structural holes, but it is delivered by building a strong team around the bridge. The point was illustrated by the team spirit that Alex Zaffaroni and John Clendenin built among their direct reports. In this session, we'll go deeper into why it was important for them to build team spirit and what it means to build it. Here is a sequence of questions addressed: I can see many reasons why it would be important for people to trust me, but why do I have to think about it? Why can't I just do my job, and let things like trust and reputation be a by-product of doing a good job? How does the trust we see between people in a high-performance team work? Where does it come from? What keeps it alive? With respect to performance, teams are expensive so why assign a problem to a team rather than an able individual? Team spirit is a fine thing, but how is it connected with real dollars and cents performance? Given the value of teams, how can we implement a "one-company" policy by making the organization into into a cohesive team? Does personality determine the informal network around a leader, and if it does, what can we do to aid informal networks? If teams are so valuable, why do the resources go to network entrepreneurs? For text on this session, Appendices: see Chapter 3 in I. -
MANAGING the CARE of HEALTH and '11:11; CURE of DISEASE Part I: Differentiation
MANAGING THE CARE OF HEALTH AND '11:11; CURE OF DISEASE Part I: Differentiation by S. GLOUBERMAN and H. MINTZBERG 98/49/SM * Faculty of Medicine, University of Toronto, Sunnybrook Health Sciences Centre, Baycrest Centre for Geriatric Care, Toronto, Canada, and King Edward's Hospital Fund, London. ** Faculty of Management, McGill University, 1001 Sherbrooke St. W., Montreal Quebec H3A 1G5 and Professor of Organisation at INSEAD, Boulevard de Constance, 77305 Fontainebleau Cedex, France. A working paper in the INSEAD Working Paper Series is intended as a means whereby a faculty researcher's thoughts and findings may be communicated to interested readers. The paper should be considered preliminary in nature and may require revision. Printed at INSEAD, Fontainebleau, France. Managing the Care of Health and the Cure of Disease Part I: Differentiation by Sholom Glouberman and Henry Mintzberg Sholom Glouberman Henry Mintzberg Faculty of Medicine, Faculty of Management, University of Toronto, McGill University Sunnybrook Health 1001 Sherbrooke St. W. Sciences Centre Montreal, Quebec H3A 1 G5 and Baycrest Centre for Geriatric Care, Toronto January 1996 4/. This paper is based on a variety of small research interventions, including observation of a range of health care managers, from the chief executive of the National Health Service in England to practicing clinical directors, and a series of seminars conducted with the support of the King Edward's Hospital Fund for London. Our deep appreciation goes to the many thoughtful people in the English system, including those of the King's Fund College, who participated in these experiences. 1 Why are the so-called systems of health care so notoriously difficult to manage? No country appears to be satisfied with the current state of its system; almost everywhere reforms are being contemplated, organized, or implemented, some in direct contradiction to others. -
Leading Change: Leadership, Organization and Social Movements
Leading Change Leadership, Organization, and Social Movements BY Marshall Ganz EXCERPTED FROM Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium Edited by Nitin Nohria and Rakesh Khurana Buy the book: Amazon Barnes & Noble HBR.org Harvard Business Press Boston, Massachusetts ISBN-13: 978-1-4221-6158-6 6154BC Copyright 2010 Harvard Business School Publishing Corporation All rights reserved Printed in the United States of America This chapter was originally published as chapter 19 of Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium, copyright 2010 Harvard Business School Publishing Corporation. No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to [email protected], or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163. You can purchase Harvard Business Press books at booksellers worldwide. You can order Harvard Business Press books and book chapters online at www.harvardbusiness.org/press, or by calling 888-500-1016 or, outside the U.S. and Canada, 617-783-7410. 19 Leading Change Leadership, Organization, and Social Movements Marshall Ganz Introduction Social movements emerge as a result of the efforts of purposeful actors (individuals, organizations) to assert new public values, form new rela- tionships rooted in those values, and mobilize the political, economic, and cultural power to translate these values into action. 1 They differ from fashions, styles, or fads (viral or otherwise) in that they are collec- tive, strategic, and organized. -
THE GIGATONNE STRATEGY How Can We Reduce Global Emissions by One Billion Tonnes of Co2e a Year?
10 in 10 THE GIGATONNE STRATEGY How can we reduce global emissions by one billion tonnes of CO2e a year? OPERATIONAL SPECIFICATIONS VERSION 2 contents ExEcutivE Summary i 1. thE challEngE 1 1.1 The STaTe Of The ClimaTe CriSiS 1 1.2 The NaTure Of The ChalleNge 2 1.2.1 The ChOiCe Of a CarbON framiNg 3 1.2.2 The Three elemeNTS Of The ChalleNge 4 1.3 WhaT iS a gigatonne Of CO2e emiSSiONS? 6 2. thE gigatonnE StratEgy 7 2.1 The gigatonne TeamS 7 2.1.1 WhO are The gigatonne TeamS? 8 2.1.2 how Will The gigatonne TeamS work? 8 2.2 The gigatonne iNfrastruCTure 9 3. opErationalizing thE gigatonnE StratEgy 10 3.1 COre aSSumpTiONS Of The gigatonne STraTegy 10 3.2 reaChiNg peak perfOrmaNCe 10 3.2.1 phaSe 1 - gigatonne STarT-up 11 3.2.2 phaSe 2 - gigatonne Take-Off 11 3.2.3 phaSe 3 - gigatonne eNd-STaTe 12 3.2.4. requiremeNTS to mOve frOm ONe phaSe to The NexT 13 3.3 buildiNg a Network Of distribuTed gigatonne TeamS 13 3.3.1 SuCCeSS SCeNariOS fOr differeNT NumberS Of TeamS 13 3.3.2 growth paThWayS to a SCale-free Network 15 3.4 The gigatonne OperaTiONal equaTiON 17 3.4.1 preCONdiTiONS fOr ActiON 17 3.4.1.1 ChalleNge 18 3.4.1.2 reSOurCeS 19 3.4.1.3 peOple 19 3.4.1.4 STraTegiC direCTiON 20 3.4.2 OperaTiONal elemeNTS 21 3.4.2.1 gigatonne TeamS 21 3.4.2.2 prOCeSS: OperaTiONal CyCleS 22 3.4.2.3 arChiTeCTure 23 3.4.2.3.1 iNNOvaTiON 23 3.4.2.3.2 CapaCiTy 24 3.4.2.3.3 iNfOrmaTiON 24 3.4.2.3.4 gOverNaNCe 24 3.4.3 reSulTS 24 3.4.3.1 prototypeS (NaTural CapiTal + phySiCal CapiTal) 24 3.4.3.1.1 prototype requiremeNTS 25 3.4.3.1.2 OpeN iNNOvaTiON pipeliNe 26 3.4.3.2 Warm daTa (iNTelleCTual CapiTal) 27 3.4.3.3 gigatonne TeamS aS OuTpuT (humaN + SOCial CapiTal) 28 3.5 reSOurCeS 28 3.5.1 SOurCeS Of CapiTal 29 3.5.1.1 gigatonne Seed fuNdS 29 3.5.1.2 gigatonne markeTplaCe 29 3.5.1.3 STakehOlder CO-iNvestmeNT 31 3.5.2 iNvestmeNT requiremeNTS 31 3.5.2.1 STarT-up requiremeNTS – per CyCle 32 3.5.2.2 Take-Off requiremeNTS – per CyCle 33 3.5.2.3 eNd-STaTe requiremeNTS – per CyCle 33 3.5.2.4 estimaTe Of requiremeNTS – year 1 to year 5 34 4. -
Owen Graduate School of Management School
Owen Graduate School of Management School 2015/2016Vanderbilt University 2015/2016 Graduate Archived OwenManagement of Containing general information and courses of study for the 2015/2016 session corrected to 2 July 2015 Nashville School The university reserves the right, through its established procedures,2015/2016 to modify the requirements for admission and graduation and to change other rules, regulations, and provisions, including those stated in this bulletin and other publications, and to refuse admission to any student, or to require the with- drawal of a student if it is determined to be in the interest of the student or the university. All students, full time or part time, who are enrolled in Vanderbilt courses are subject to the same policies. Graduate Policies concerning noncurricular matters and concerning withdrawal for medical or emotional reasons can be found in the Student Handbook, which is on the Vanderbilt website at vanderbilt.edu/student_handbook. Archived NONDISCRIMINATION STATEMENT In compliance with federal law, including theOwen provisions of Title VII of the Civil Rights Act of 1964, Title IX of the Education Amendment of 1972, Sections 503 and 504 of the Rehabilitation Act of 1973, the AmericansManagement with Disabilities Act (ADA) of 1990, the ADA Amendments Act of 2008, Executive Order 11246, the Uniformed Services Employment and Reemployment Rights Act, as amended, and the Genetic Information Nondiscrimination Act of 2008, Vanderbilt University does not discriminate against ofindividuals on the basis of their race, sex, religion, color, national or ethnic origin, age, disability, military service, or genetic information in its administration of educational policies, programs, or activities; admissions policies; scholarship and loan programs; athletic or other university-administered programs; or employment. -
The Illusive Strategy ...25 Years Later
THE ILLUSIVE STRATEGY ...25 YEARS LATER by Henry Mintzberg Published in 1993 in Arthur Bedeian Management Laureates: A Collection of Autobiographical Essays (JAI Press, Volume I) Courtesy of Elsevier Science (http://www.elsevier.com). This document may be used for personal research. Admonitions I was going to close this piece with the advice to the young scholar that you should always take your work seriously but never yourself. I put it here instead to express my apprehensions in doing this. I think it is useful to have on record comments on how careers that were lucky enough to emerge successfully unfolded, but there is the danger that the person in question will be taken, and will take him or herself, too seriously. To have succeeded in studying something or other has never made anyone intrinsically interesting; indeed I find some of my successful colleagues terrible bores. In line with this, I try here to avoid discussing my private life. That is my own business; the issue in question is my working life. But because the two are obviously intertwined, I would like to make a single comment here about them. When I wrote on the back cover of Mintzberg on Management: Inside Our Strange World of Organizations (1989a1) that it "is written for those of us who spend our public lives dealing with organizations and our private lives escaping from them," I was not joking. That, if anything, has characterized much of my behavior. I am intrigued by organizations; all my work has set out to understand them. But when I play, I distance myself from them as far as possible.