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You have successfully added all of the items to your order. Either click here to review your order or continue to add content from another title.    10 Rules for Strategic Innovators: From Idea to Execution   Add   View  16 pp.  Introduction to Strategic Innovation Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 2206BC Subjects: Experimentation; Innovation; Strategic management; Strategy & execution Academic Discipline: Competitive strategy Product Description: In today's marketplace, characterized by rapid and nonlinear change, executing strategic innovation successfully has become imperative for generating sustained growth and extending the corporate life span. In this chapter, the authors describe and demystify strategic innovation. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1562BC) Why Organizations, Like Elephants, Never Forget; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1566BC) Turning Tension into a Productive Force; (1567BC) Why Learning From Experience is an Unnatural Act; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning; (1573BC) The Ten Rules Explained.   Add   View  26 pp.  Why Strategic Innovators Need a Different Approach to Execution Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1561BC Subjects: Core competencies; Creativity; Growth strategy; Learning; Strategic initiatives Academic Discipline: Competitive strategy Product Description: Strategic innovators seeking long-term growth and competitive advantage for their organizations face three major challenges: forgetting, borrowing, and learning. Outlined in this introductory chapter, the main objective of the book in reviewing stories of 10 major U.S. companies is not only to tell what happened, but also to explain why it happened and how decisions about organizational DNA either accelerated or constrained progress on the three challenges. The authors analyze root causes that lead to problems, and offer frameworks and recommendations for overcoming them. May be used with: (1562BC) Why Organizations, Like Elephants, Never Forget; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1566BC) Turning Tension into a Productive Force; (1567BC) Why Learning From Experience is an Unnatural Act; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning; (1573BC) The Ten Rules Explained.   Add   View  22 pp.  Why Organizations, Like Elephants, Never Forget Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1562BC Subjects: Competencies; Market entry; Organizational design Academic Discipline: Competitive strategy Product Description: In response to the explosive growth of the genomics field in 1998, Corning created a new division, Corning Microarray Technologies (CMT), to capitalize on this promising new market. This chapter focuses on the story of Corning Microarray Technologies and demonstrates how Corning's initial choice to replicate its existing DNA for CMT made it difficult for CMT to overcome the forgetting challenge. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1566BC) Turning Tension into a Productive Force; (1567BC) Why Learning From Experience is an Unnatural Act; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning; (1573BC) The Ten Rules Explained.   Add   View  18 pp.  Taming the Elephant: How to Overcome the Forgetting Challenge Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1564BC Subjects: Market entry; Organizational design; Organizational structure Academic Discipline: Competitive strategy Product Description: Continues the story of Corning Microarray Technologies (CMT), describes how Corning changed CMT's organizational design, and explains how this reconstruction of a new and distinct organizational DNA accelerated progress. The authors then develop a framework that guides organizational choices to help a new company cope effectively with the forgetting challenge. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1562BC) Why Organizations, Like Elephants, Never Forget; (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1566BC) Turning Tension into a Productive Force; (1567BC) Why Learning From Experience is an Unnatural Act; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning; (1573BC) The Ten Rules Explained.   Add   View  16 pp.  Why Tensions Rise When NewCo Borrows from CoreCo Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1565BC Subjects: Organizational transformations; Profitability Academic Discipline: Competitive strategy Product Description: Overcoming the forgetting challenge is necessary but not sufficient. To have the best possible chance at success, NewCo must also borrow CoreCo resources. This chapter looks at the development of New York Times Digital (the business unit of the New York Times Company that provides online news and information services in multimedia format), describing the stresses that arose as New York Times Digital discovered that it needed to assert its distinctiveness while continuing to benefit from access to the resources of the New York Times newspaper. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1562BC) Why Organizations, Like Elephants, Never Forget; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1566BC) Turning Tension into a Productive Force; (1567BC) Why Learning From Experience is an Unnatural Act; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning; (1573BC) The Ten Rules Explained.   Add   View  24 pp.  Turning Tension into a Productive Force Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1566BC Subjects: Conflicts of interest; Cooperative strategies; Organizational design Academic Discipline: Competitive strategy Product Description: New York Times Digital is profitable and continues to grow because its organizational design allows forgetting and borrowing simultaneously. This chapter suggests specific roles and responsibilities for a senior executive responsible for ensuring the effectiveness of six types of operational links between NewCo and CoreCo. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1562BC) Why Organizations, Like Elephants, Never Forget; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1567BC) Why Learning From Experience is an Unnatural Act; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning; (1573BC) The Ten Rules Explained.   Add   View  29 pp.  Why Learning from Experience Is an Unnatural Act Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1567BC Subjects: Accountability; Adaptability; Learning; Performance; Profitability Academic Discipline: Competitive strategy Product Description: Despite the unsettling reality that much more is unknown than known when it comes to strategic experiments, companies must occasionally take risks on strategic experiments if they hope to stay ahead of the competition. The winner is not necessarily the one that starts with the best plan, but rather, is often the one that learns and adapts the quickest. Describes the nature of the learning challenge and identifies four types of learning disabilities. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1562BC) Why Organizations, Like Elephants, Never Forget; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1566BC) Turning Tension into a Productive Force; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning; (1573BC) The Ten Rules Explained.   Add   View  20 pp.  How Being Bold, Competitive, or Demanding Can Inhibit Learning Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1569BC Subjects: Accountability; Learning; Outcomes; Performance Academic Discipline: Competitive strategy Product Description: Chapters 7 and 8 show how the inevitable pressures associated with strategic experiments lead to well-intentioned actions that disable the learning process by altering aspirations, expectations, and judgments about performance. Chapter 7 reviews the history of Hasbro Interactive, an ambitious initiative that targeted the video game market. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1562BC) Why Organizations, Like Elephants, Never Forget; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1566BC) Turning Tension into a Productive Force; (1567BC) Why Learning From Experience is an Unnatural Act; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning; (1573BC) The Ten Rules Explained.   Add   View  24 pp.  How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1570BC Subjects: Accountability; Learning; Outcomes; Performance Academic Discipline: Competitive strategy Product Description: Chapters 7 and 8 show how the inevitable pressures associated with strategic experiments lead to well-intentioned actions that disable the learning process by altering aspirations, expectations, and judgments about performance. Chapter 8 analyzes the development of a new services business at Capston-White (not its real name), a large information technology company. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1562BC) Why Organizations, Like Elephants, Never Forget; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1566BC) Turning Tension into a Productive Force; (1567BC) Why Learning From Experience is an Unnatural Act; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning; (1573BC) The Ten Rules Explained.   Add   View  38 pp.  Finding Gold with Theory-Focused Planning Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1572BC Subjects: Learning; Profitability; Strategic planning Academic Discipline: Competitive strategy Product Description: Planning is crucial for strategic experiments because it establishes the context for learning, but past chapters have explained why the conventional planning process is inappropriate. Theory-Focused Planning (TFP) is an entirely different approach to planning and is much better suited than conventional approaches to the dynamic and uncertain environments faced by strategic experiments. This chapter describes a solution to overcoming the barriers to learning described in chapters 7 and 8, offering six alterations executives should make to the planning process. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1562BC) Why Organizations, Like Elephants, Never Forget; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1566BC) Turning Tension into a Productive Force; (1567BC) Why Learning From Experience is an Unnatural Act; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1573BC) The Ten Rules Explained.   Add   View  20 pp.  The Ten Rules Explained Author(s): Govindarajan, Vijay; Trimble, Chris Publication Date: 10/13/2005 Product Type: HBS Press Chapter HBS Number: 1573BC Subjects: Profitability; Strategic initiatives; Uncertainty Academic Discipline: Competitive strategy Product Description: Using the story of Analog Devices and its efforts to develop a new technology for automotive crash sensors, the authors summarize their advice as ten rules for strategic innovators. To commercialize the revolutionary crash sensors, the company's leadership team succeeded in overcoming the three challenges of forgetting, borrowing, and learning, ultimately becoming a profitable business that still has tremendous growth potential. This is an ideal demonstration that leading a strategic experiment, using the ten rules, is well within reach. May be used with: (1561BC) Why Strategic Innovators Need a Different Approach to Execution; (1562BC) Why Organizations, Like Elephants, Never Forget; (1564BC) Taming the Elephant (How to Overcome the Forgetting Challenge); (1565BC) Why Tensions Rise When NewCo Borrows from CoreCo; (1566BC) Turning Tension into a Productive Force; (1567BC) Why Learning From Experience is an Unnatural Act; (1569BC) How Being Bold, Competitive or Demanding Can Inhibit Learning; (1570BC) How Being Reasonable, Inspiring, or Diligent Can Inhibit Learning; (1572BC) Finding Gold with Theory-Focused Planning.    Adaptive Enterprise: Creating and Leading Sense-and-Respond Organizations   Add   View  25 pp.  The Premise and Promise of Sense-and-Respond: What Does an Adaptive Organization Look Like and Why Do You Need One? Author(s): Haeckel, Stephan H. Publication Date: 06/15/2099 Product Type: HBS Press Chapter HBS Number: 7682BC Subjects: Business models; Change management; Information economy; Information management; Information systems; Technological change; Technology management Academic Discipline: Competitive strategy Product Description: Given the fundamental differences of the Information Age from the Industrial Age economy, only a fundamentally different kind of business organization will suffice. The sense-and-respond model introduced here provides a means for meeting the challenges of surviving in the face of discontinuity. A sense-and-respond organization does not attempt to predict future demand for its offerings. Instead, it identifies changing customer needs and new business challenges as they happen, responding to them quickly and appropriately before these new opportunities disappear or change into something else.   Add   View  19 pp.  Unpredictability: The Only Sure Thing Author(s): Haeckel, Stephan H. Publication Date: 06/15/1999 Product Type: HBS Press Chapter HBS Number: 7727BC Subjects: Business models; Change management; Information economy; Information management; Information systems; Technological change; Technology management Academic Discipline: Competitive strategy Product Description: Increasingly today, global wealth derives from codified knowledge and the ability to manipulate it at electronic speed. Because these intangibles can be transformed and transmitted so quickly, rapid and discontinuous change has become the hallmark of information-intensive industries. This chapter covers some of the disruptions created by the Information Age, which imply the need for a radically new business model — the sense-and-respond model.   Add   View  17 pp.  Strategy: Past and Future—The Problem of Strategic Behavior in Discontinuous Environments Author(s): Haeckel, Stephan H. Publication Date: 06/15/1999 Product Type: HBS Press Chapter HBS Number: 7728BC Subjects: Business models; Change management; Decentralization; Information economy; Information management; Strategy formulation; Technological change; Technology management; Uncertainty Academic Discipline: Competitive strategy Product Description: Strategy-as-plan has ceased to be a viable option for most large organizations because creating an overall plan of organizational behavior requires the ability to predict or control the future, an ability that increased discontinuity has all but eliminated. Pervasive uncertainty about customer preferences calls into question the usefulness of both strategic plans and the business structures designed to carry them out. This chapter looks at the potential benefits and pitfalls of adopting an emergent strategy, which implies reactive rather than proactive behavior, as well as the decentralization of the traditional organization.   Add   View  28 pp.  The Sense-and-Respond Alternative: Designing an Adaptive Capability Author(s): Haeckel, Stephan H. Publication Date: 06/15/2099 Product Type: HBS Press Chapter HBS Number: 7729BC Subjects: Business models; Change management; Information economy; Information management; Strategy formulation; Technology management; Uncertainty Academic Discipline: Competitive strategy Product Description: If strategy is neither a purposeful plan to make and sell offers nor a naturally emerging phenomenon, what is it? In this chapter, the author argues that the answer for large firms operating in highly unpredictable environments is that strategy is a design for an adaptive structure. Describing the sense-and-respond alternative to both make-and-sell and emergent strategies, he explores the idea of strategy as structure.   Add   View  24 pp.  Adaptiveness: Finding Meaning in Apparent Noise Author(s): Haeckel, Stephan H. Publication Date: 06/15/1999 Product Type: HBS Press Chapter HBS Number: 7730BC Subjects: Business models; Change management; Industry analysis; Information management; Information systems; Market analysis; Technology management Academic Discipline: Competitive strategy Product Description: To demonstrate the benefits of adopting a sense-and-respond business model in order to enable the organization to respond to a much broader spectrum of possible customer needs.   Add   View  24 pp.  The Role of Leadership in Sense-and-Respond Organizations Author(s): Haeckel, Stephan H. Publication Date: 06/15/1999 Product Type: HBS Press Chapter HBS Number: 7731BC Subjects: Business models; Change management; Corporate culture; Corporate vision; Information economy; Leadership; Strategy formulation Academic Discipline: Competitive strategy Product Description: One effect of operating a business in an environment of discontinuous change is that leaders can no longer know as well as followers how to get things done. A leader's role cannot be, therefore, one of devising battle plans and issuing orders down a chain of command to coordinate their execution. In sense-and-respond organizations, leaders have very different responsibilities, the nature of which is the focus of this chapter.   Add   View  32 pp.  Building Organizational Context: Designing an Adaptive Enterprise Author(s): Haeckel, Stephan H. Publication Date: 06/15/1999 Product Type: HBS Press Chapter HBS Number: 7732BC Subjects: Business models; Change management; Corporate culture; Corporate vision; Information economy; Organizational design Academic Discipline: Competitive strategy Product Description: Firm's take the first step toward becoming adaptive because old models are no longer sufficient — not because making the transition from a traditional to a sense-and-respond organization is an easy one. By defining the purpose, boundaries, and structure of the adaptive system leaders are striving to create, they will establish the necessary foundation on which a sense-and-respond organization rests. This chapter looks at the three key elements of building a viable design: reason for being, governing principles, and high-level business design.   Add   View  31 pp.  Coordination: Keeping Track of Who Owes What to Whom—Commitment Management in Adaptive Organizations Author(s): Haeckel, Stephan H. Publication Date: 06/15/1999 Product Type: HBS Press Chapter HBS Number: 7733BC Subjects: Business models; Change management; Decentralization; Information management; Information systems; Organizational design; Organizational structure; Technology management Academic Discipline: Competitive strategy Product Description: Once leaders establish an adaptive organizational design, they must propagate and enforce it. Because the design may change frequently as the organization adapts, rapid and systematic dissemination of information about change is vital. This chapter describes a technology-based governance system that supports the creation and tracking of commitments among organizational capabilities, commitments to produce the outcomes required by high-level business design.   Add   View  13 pp.  Managing by Wire: Using Technology to Augment Human Capabilities in Adaptive Enterprises Author(s): Haeckel, Stephan H. Publication Date: 06/15/1999 Product Type: HBS Press Chapter HBS Number: 7734BC Subjects: Business models; Change management; Information economy; Information management; Information systems; Technological change; Technology management Academic Discipline: Competitive strategy Product Description: Many of us working in today's information-intensive businesses confront the problem that events and the vast, complex flood of information move so fast that we cannot take in, interpret, and respond to signals from our environments quickly enough to act effectively. To survive, we need electronic augmentation of our ability to sense what's happening in our environments, although the unique human ability to respond creatively to new situations must be an integral part of the any adaptive system. This chapter explores managing by wire, or running a business by running its informational representation.   Add   View  21 pp.  Managing the Transformation: A Case Study—Becoming an Adaptive Enterprise Author(s): Haeckel, Stephan H. Publication Date: 06/15/1999 Product Type: HBS Press Chapter HBS Number: 7735BC Subjects: Business models; Change management; Corporate culture; Information economy; Information management; Information systems; Technological change; Technology management Academic Discipline: Competitive strategy Product Description: Although the sense-and-respond efforts of early adopters are works-in-progress, their experiences of the concept of adaptive enterprise reveal much about the problems and benefits — expected and unexpected — of the ongoing transformation process. This chapter looks at the case of IBM's Palisades Executive Conference Center to offer insights into the process of developing buy-in and commitment to the adoption of a sense-and-respond model.   Add   View  19 pp.  Changing the Corporate DNA: A Step-by-Step Approach to Developing Sense-and-Respond Capabilities Author(s): Haeckel, Stephan H. Publication Date: 06/15/1999 Product Type: HBS Press Chapter HBS Number: 7736BC Subjects: Business models; Change management; Information economy; Information management; Information systems; Technological change; Technology management Academic Discipline: Competitive strategy Product Description: A shift from the make-and-sell to the sense-and-respond business model encompasses a true transformation because it involves changing a firm's basic function from making offers to responding to customer requests, and also changing its structure from that of an efficient machine to that of an adaptive social system. The larger the organization, the more complex the transformation challenge will be, but given the pervasiveness of unpredictability, the survival of organizations will depend on meeting this challenge. This chapter explores the question of how to get there from here.   Add   View  22 pp.  Creating the Modular Organization, by Michael Shank Author(s): Haeckel, Stephan H. Publication Date: 06/15/1999 Product Type: HBS Press Chapter HBS Number: 7774BC Subjects: Business models; Change management; Customization; Information economy; Information management; Information systems; Technological change; Technology management Academic Discipline: Competitive strategy Product Description: Sense-and-respond organizations are modular organizations, and in modular organizations, strategy becomes structure as businesses seek to seize competitive advantage through modularity, using it to customize large numbers of profitable responses to individual customers. In this chapter, Michael Shank defines and describes the modular organization and outlines the choices executives must make when transforming their firms for successful modularity.   Add   View  23 pp.  Collaborative Decision-Making in Adaptive Enterprises, by Michael Kusnic and Daniel Owen Author(s): Haeckel, Stephan H. Publication Date: 06/15/1999 Product Type: HBS Press Chapter HBS Number: 7773BC Subjects: Business models; Change management; Collaboration; Decision making; Information economy; Information management; Technology management Academic Discipline: Competitive strategy Product Description: Sense-and-respond organizations require strategic, collaborative, and customer-back decision-making processes. This chapter describes a powerful process that satisfies all of these criteria.    Alignment: Using the Balanced Scorecard to Create Corporate Synergies   Add   View  30 pp.  Alignment: A Source of Economic Value Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 02/23/2006 Product Type: HBS Press Chapter HBS Number: 1757BC Subjects: Balanced scorecard; Performance management; Strategy maps; Synergy; Value chains Academic Discipline: Competitive strategy Product Description: Corporations must continually search for ways to make the whole more valuable than the sum of its parts. Alignment is critical if enterprises are to achieve synergies throughout their business and support units. Illustrates that enterprises enjoying the greatest benefits from their performance management systems (based on Strategy Maps and Balanced Scorecards) are much better at aligning their corporate, business unit, and support unit strategies, indicating that alignment, much like the synchronism achieved by a high-performance rowing crew, produces dramatic benefits. May be used with: (1758BC) Corporate Strategy and Structure: Historical Perspective; (1760BC) Aligning Financial and Customer Strategies; (1761BC) Aligning Internal Process and Learning and Growth Strategies: Integrated Strategic Themes; (1764BC) Aligning Support Functions; (1765BC) Cascading: The Process; (1766BC) Aligning Boards and Investors; (1769BC) Aligning External Partners; (1772BC) Managing the Alignment Process; (1773BC) Total Strategic Alignment.   Add   View  15 pp.  Corporate Strategy and Structure: Historical Perspective Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 02/23/2006 Product Type: HBS Press Chapter HBS Number: 1758BC Subjects: Balanced scorecard; Conglomerates; Core competencies; Platforms; Synergy Academic Discipline: Competitive strategy Product Description: Organizations have struggled for more than a century to find the ideal structures to manage their strategies. From Adam Smith's prototypical pin factory to the strategy-focused organization, provides an historical perspective on the evolution of the organization, illuminating how Balanced Scorecard innovation enables companies to design their operating systems to align structure with strategy. May be used with: (1757BC) Alignment: A Source of Economic Value; (1760BC) Aligning Financial and Customer Strategies; (1761BC) Aligning Internal Process and Learning and Growth Strategies: Integrated Strategic Themes; (1764BC) Aligning Support Functions; (1765BC) Cascading: The Process; (1766BC) Aligning Boards and Investors; (1769BC) Aligning External Partners; (1772BC) Managing the Alignment Process; (1773BC) Total Strategic Alignment.   Add   View  36 pp.  Aligning Financial and Customer Strategies Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 02/23/2006 Product Type: HBS Press Chapter HBS Number: 1760BC Geographic Setting: Europe Industry Setting: Investment banking; Nonprofit; Private equity Subjects: Corporate brand; Customer relations; Synergy; Value creation Academic Discipline: Competitive strategy Product Description: Enterprises can create organizational synergies in many ways. Using case studies from companies like Hilton Hotels and Citizen Schools, describes how private-sector companies, public-sector agencies, and nonprofit organizations have created enterprise-derived value through specific attention to financial and customer synergies. May be used with: (1757BC) Alignment: A Source of Economic Value; (1761BC) Aligning Internal Process and Learning and Growth Strategies: Integrated Strategic Themes; (1764BC) Aligning Support Functions; (1765BC) Cascading: The Process; (1766BC) Aligning Boards and Investors; (1769BC) Aligning External Partners; (1772BC) Managing the Alignment Process; (1773BC) Total Strategic Alignment; (1758BC) Corporate Strategy and Structure: Historical Perspective.   Add   View  44 pp.  Aligning Internal Process and Learning and Growth Strategies: Integrated Strategic Themes Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 02/23/2006 Product Type: HBS Press Chapter HBS Number: 1761BC Geographic Setting: Canada Industry Setting: Banking industry; High technology; Hotel industry Subjects: Human capital; Intangible assets; Knowledge diffusion; Strategic planning; Synergy; Value chains; Vertical integration Academic Discipline: Competitive strategy Product Description: An enterprise can achieve significant economies of scale when it centralizes key processes — such as production, distribution, purchasing, human resource management, or risk management — to serve its diverse business units. Explores the opportunities organizations can exploit by aligning their internal business processes and their intangible assets to achieve enterprise-level synergies. Four types of enterprise value propositions, including shared processes and services, and corporate-level strategic themes, are discussed. May be used with: (1757BC) Alignment: A Source of Economic Value; (1758BC) Corporate Strategy and Structure: Historical Perspective; (1760BC) Aligning Financial and Customer Strategies; (1764BC) Aligning Support Functions; (1765BC) Cascading: The Process; (1766BC) Aligning Boards and Investors; (1769BC) Aligning External Partners; (1772BC) Managing the Alignment Process; (1773BC) Total Strategic Alignment.   Add   View  51 pp.  Aligning Support Functions Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 02/23/2006 Product Type: HBS Press Chapter HBS Number: 1764BC Industry Setting: Construction industry; Defense industry; Mining, metal & mineral industries; Wholesale Subjects: Business units; Human resources management; IT infrastructure; Synergy Academic Discipline: Competitive strategy Product Description: Organizations create shareholder value by aligning their business units with corporate strategy. But organizations also create value by aligning their support units with business unit strategy. This chapter looks at how support units contribute to organizational synergies when they align their activities with business unit and enterprise priorities. May be used with: (1757BC) Alignment: A Source of Economic Value; (1758BC) Corporate Strategy and Structure: Historical Perspective; (1760BC) Aligning Financial and Customer Strategies; (1761BC) Aligning Internal Process and Learning and Growth Strategies: Integrated Strategic Themes; (1765BC) Cascading: The Process; (1766BC) Aligning Boards and Investors; (1769BC) Aligning External Partners; (1772BC) Managing the Alignment Process; (1773BC) Total Strategic Alignment.   Add   View  26 pp.  Cascading: The Process Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 02/23/2006 Product Type: HBS Press Chapter HBS Number: 1765BC Industry Setting: Banking industry; Military Subjects: Balanced scorecard; Decentralization; Franchises; Holding companies; Strategy maps Academic Discipline: Competitive strategy Product Description: Corporations follow different paths to achieve enterprise-wide alignment. An organization can cascade the Balanced Scorecard and Strategy Map management system top-down or bottom-up, but ultimately scorecard reporting, analysis, and decision making should be flowing in both directions. Focuses on organizations that start at the corporate level and then cascade sequentially down the organizational hierarchy, providing examples of successful adopters. May be used with: (1757BC) Alignment: A Source of Economic Value; (1758BC) Corporate Strategy and Structure: Historical Perspective; (1760BC) Aligning Financial and Customer Strategies; (1761BC) Aligning Internal Process and Learning and Growth Strategies: Integrated Strategic Themes; (1764BC) Aligning Support Functions; (1766BC) Aligning Boards and Investors; (1769BC) Aligning External Partners; (1772BC) Managing the Alignment Process; (1773BC) Total Strategic Alignment.   Add   View  30 pp.  Aligning Boards and Investors Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 02/23/2006 Product Type: HBS Press Chapter HBS Number: 1766BC Industry Setting: Banking industry Subjects: Balanced scorecard; Corporate governance; Disclosure; Strategy maps; Value creation Academic Discipline: Competitive strategy Product Description: With the increased emphasis on corporate governance, executives are now creating additional corporate value by using the Balanced Scorecard to enhance governance processes and to improve communication with shareholders. Examines a three-part Balanced Scorecard-based governance system that offers directors streamlined and strategic information for making decisions about the company's future directions and its reporting and disclosure policies. May be used with: (1757BC) Alignment: A Source of Economic Value; (1758BC) Corporate Strategy and Structure: Historical Perspective; (1760BC) Aligning Financial and Customer Strategies; (1761BC) Aligning Internal Process and Learning and Growth Strategies: Integrated Strategic Themes; (1764BC) Aligning Support Functions; (1765BC) Cascading: The Process; (1769BC) Aligning External Partners; (1772BC) Managing the Alignment Process; (1773BC) Total Strategic Alignment.   Add   View  26 pp.  Aligning External Partners Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 02/23/2006 Product Type: HBS Press Chapter HBS Number: 1769BC Industry Setting: Automotive industry; Retail industry Subjects: Balanced scorecard; Integration planning; Mergers; Partners; Strategy maps; Supply chain management Academic Discipline: Competitive strategy Product Description: The final component in an organization alignment program is for the enterprise to build scorecards with strategic external partners, such as key suppliers, customers, and alliances. Looks at the process of reaching consensus about the objectives for relationships with external partners, creating understanding and trust across organizational boundaries, reducing transaction costs, and minimizing misalignment between the two parties. May be used with: (1757BC) Alignment: A Source of Economic Value; (1758BC) Corporate Strategy and Structure: Historical Perspective; (1760BC) Aligning Financial and Customer Strategies; (1761BC) Aligning Internal Process and Learning and Growth Strategies: Integrated Strategic Themes; (1764BC) Aligning Support Functions; (1765BC) Cascading: The Process; (1766BC) Aligning Boards and Investors; (1772BC) Managing the Alignment Process; (1773BC) Total Strategic Alignment.   Add   View  15 pp.  Managing the Alignment Process Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 02/23/2006 Product Type: HBS Press Chapter HBS Number: 1772BC Geographic Setting: Canada Industry Setting: Banking industry; Health care industry; Military Subjects: Accountability; Alignment; Balanced scorecard; Strategic management Academic Discipline: Competitive strategy Product Description: Alignment is not a one-time event. Change is constant — in industry, among competitors, in the regulatory and macroeconomic environments, and in technology, customers, and employees — forcing strategy and its implementation to continually evolve. Advocating the institution of an office of strategy management, emphasizes proactive management of cooperation across organizational boundaries in order to combat the forces that make an organization aligned at one time to soon become unaligned. May be used with: (1757BC) Alignment: A Source of Economic Value; (1758BC) Corporate Strategy and Structure: Historical Perspective; (1760BC) Aligning Financial and Customer Strategies; (1761BC) Aligning Internal Process and Learning and Growth Strategies: Integrated Strategic Themes; (1764BC) Aligning Support Functions; (1765BC) Cascading: The Process; (1766BC) Aligning Boards and Investors; (1769BC) Aligning External Partners; (1773BC) Total Strategic Alignment.   Add   View  33 pp.  Total Strategic Alignment Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 02/23/2006 Product Type: HBS Press Chapter HBS Number: 1773BC Geographic Setting: Australia; Brazil; Koreas Industry Setting: Banking industry; Education industry; Government & regulatory Subjects: Alignment; Core competencies; Motivation; Strategy Academic Discipline: Competitive strategy Product Description: The Balanced Scorecard has evolved into the centerpiece of sophisticated systems employed to manage the execution of strategy, ensuring companies the ability to align all units, processes, and systems. The authors outline a simple management framework for strategy execution and examine the four necessary components for total strategic alignment: strategic fit, organization alignment, human capital alignment, and alignment of planning and control systems. May be used with: (1757BC) Alignment: A Source of Economic Value; (1758BC) Corporate Strategy and Structure: Historical Perspective; (1760BC) Aligning Financial and Customer Strategies; (1761BC) Aligning Internal Process and Learning and Growth Strategies: Integrated Strategic Themes; (1764BC) Aligning Support Functions; (1765BC) Cascading: The Process; (1766BC) Aligning Boards and Investors; (1769BC) Aligning External Partners; (1772BC) Managing the Alignment Process.    Beyond the Core: Expand Your Market without Abandoning Your Roots   Add   View  36 pp.  The Growth Crisis: Dangerous Moves Beyond the Core Author(s): Zook, Chris Publication Date: 11/13/2003 Product Type: HBS Press Chapter HBS Number: 1645BC Subjects: Adjacency expansion; Academic Discipline: Competitive strategy Product Description: Finding or maintaining a source of sustained and profitable growth has become the number one concern of most CEOs, and pushing the boundaries of the core business into “adjacencies” is the strategy of choice for most companies. Outlining the book's promise to provide a practical framework, using company examples, interviews with CEOs, and statistical analysis for decreasing the substantial risks associated with adjacency expansion and improving the odds for success, asks the question, what are successful adjacency moves and why are they important? May be used with: (1646BC) Visualizing the Ideal: The First Principle of Adjacency Growth; (1647BC) Evaluating Adjacency Moves: Balancing Desire with Data; (1648BC) Orchestrating Adjacency Moves: Strengthening the Core Versus Investing in Adjacencies; (1650BC) Executing Adjacency Moves: Managing the Key Organizational Issues That Most Influence Success or Failure; (1651BC) Transforming Through Adjacency Moves: Redefining the Core Through Adjacencies.   Add   View  42 pp.  Visualizing the Ideal: The First Principle of Adjacency Growth Author(s): Zook, Chris Publication Date: 11/13/2003 Product Type: HBS Press Chapter HBS Number: 1646BC Subjects: Core competencies; Growth strategy Academic Discipline: Competitive strategy Product Description: Repeatability is the essence of mastery and control, and the discovery of a repeatable formula, one of the most critical elements in the growth of a company, drives profitable growth. Tackles visualizing the ideal adjacency moves, focusing on the characteristic of repeatability — a trait at the heart of some of the great instances of sustained, profitable growth — to drive wave after wave of growth over time. May be used with: (1645BC) The Growth Crisis: Dangerous Moves Beyond the Core; (1647BC) Evaluating Adjacency Moves: Balancing Desire with Data; (1648BC) Orchestrating Adjacency Moves: Strengthening the Core Versus Investing in Adjacencies; (1650BC) Executing Adjacency Moves: Managing the Key Organizational Issues That Most Influence Success or Failure; (1651BC) Transforming Through Adjacency Moves: Redefining the Core Through Adjacencies.   Add   View  39 pp.  Evaluating Adjacency Moves: Balancing Desire with Data Author(s): Zook, Chris Publication Date: 11/13/2003 Product Type: HBS Press Chapter HBS Number: 1647BC Subjects: Adjacency expansion; Academic Discipline: Competitive strategy Product Description: The companies best able to pursue growth opportunities are equally aware of the need to impose rules and structure on their own decision-making process. Advocating a decision process that pays particular attention to leadership economics and market control in new adjacencies, a robust profit pool, and a clear sense of relatedness to a strong core. Looks at 24 companies to identify and compare some of the most critical criteria to be considered in any first-rate decision process regarding growth investments. May be used with: (1645BC) The Growth Crisis: Dangerous Moves Beyond the Core; (1646BC) Visualizing the Ideal: The First Principle of Adjacency Growth; (1648BC) Orchestrating Adjacency Moves: Strengthening the Core Versus Investing in Adjacencies; (1650BC) Executing Adjacency Moves: Managing the Key Organizational Issues That Most Influence Success or Failure; (1651BC) Transforming Through Adjacency Moves: Redefining the Core Through Adjacencies.   Add   View  34 pp.  Orchestrating Adjacency Moves: Strengthening the Core Versus Investing in Adjacencies Author(s): Zook, Chris Publication Date: 11/13/2003 Product Type: HBS Press Chapter HBS Number: 1648BC Subjects: Competitive advantage; Academic Discipline: Competitive strategy Product Description: Even the most attractive growth opportunity can turn unattractive, unrealistic, or even destructive when bolted onto the wrong core business, or onto the right business at the wrong time. Building growth on a core business that is prepared to support it, and for which the new adjacency moves might even reinforce the strength of that core rather than draining it of its energy, is crucial. Examines the issue of timing and assessing the state of the core to support growth. May be used with: (1645BC) The Growth Crisis: Dangerous Moves Beyond the Core; (1646BC) Visualizing the Ideal: The First Principle of Adjacency Growth; (1647BC) Evaluating Adjacency Moves: Balancing Desire with Data; (1650BC) Executing Adjacency Moves: Managing the Key Organizational Issues That Most Influence Success or Failure; (1651BC) Transforming Through Adjacency Moves: Redefining the Core Through Adjacencies.   Add   View  37 pp.  Executing Adjacency Moves: Managing the Key Organizational Issues That Most Influence Success or Failure Author(s): Zook, Chris Publication Date: 11/13/2003 Product Type: HBS Press Chapter HBS Number: 1650BC Subjects: Integration; Academic Discipline: Competitive strategy Product Description: The many CEOs interviewed for this book all stressed the organizational challenges of adjacency expansion. Based primarily on case examples and direct comments from senior executives who have grappled with these organizational concerns, examines issues related to the execution of adjacency moves that fall into three major areas that were emphasized again and again: managing linkages between the core and adjacencies, organizing for repeatability, and exiting adjacencies. May be used with: (1645BC) The Growth Crisis: Dangerous Moves Beyond the Core; (1646BC) Visualizing the Ideal: The First Principle of Adjacency Growth; (1647BC) Evaluating Adjacency Moves: Balancing Desire with Data; (1648BC) Orchestrating Adjacency Moves: Strengthening the Core Versus Investing in Adjacencies; (1651BC) Transforming Through Adjacency Moves: Redefining the Core Through Adjacencies.   Add   View  16 pp.  Transforming Through Adjacency Moves: Redefining the Core Through Adjacencies Author(s): Zook, Chris Publication Date: 11/13/2003 Product Type: HBS Press Chapter HBS Number: 1651BC Subjects: Value creation; Academic Discipline: Competitive strategy Product Description: The primary reason that companies die or tumble into extended periods of value destruction is not because their market suddenly disappears or becomes uniformly unprofitable. Rather, it is because those companies failed to adapt, failed to redefine their core, and were overtaken by competitors. Looks at how adjacency expansions done rapidly and effectively provide the best method to transform a company and redefine its core business. May be used with: (1645BC) The Growth Crisis: Dangerous Moves Beyond the Core; (1646BC) Visualizing the Ideal: The First Principle of Adjacency Growth; (1647BC) Evaluating Adjacency Moves: Balancing Desire with Data; (1648BC) Orchestrating Adjacency Moves: Strengthening the Core Versus Investing in Adjacencies; (1650BC) Executing Adjacency Moves: Managing the Key Organizational Issues That Most Influence Success or Failure.    Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant   Add   View  25 pp.  Creating Blue Oceans Author(s): Chan Kim, W.; Mauborgne, Renee Publication Date: 12/16/2004 Product Type: HBS Press Chapter HBS Number: 1626BC Subjects: Blue ocean strategy; Academic Discipline: Competitive strategy Product Description: In today's overcrowded industries, companies constantly struggle for a share of the market. Competition is fierce — a bloody “red ocean” — and the profit pool is forever shrinking. Introduces a new approach to success by creating “blue oceans” — uncontested market spaces within undefined boundaries. Sets out the basic principles of blue ocean strategy. May be used with: (1629BC) Blue Ocean Strategy: Analytical Tools and Frameworks; (1630BC) Blue Ocean Strategy: Reconstruct Market Boundaries; (1631BC) Blue Ocean Strategy: Focus on the Big Picture, Not the Numbers; (1632BC) Blue Ocean Strategy: Reach Beyond Existing Demand; (1633BC) Blue Ocean Strategy: Get the Strategic Sequence Right; (1634BC) Blue Ocean Strategy: Overcome Key Organizational Hurdles; (1635BC) Blue Ocean Strategy: Build Execution into Strategy; (1637BC) Conclusion: The Sustainability and Renewal of Blue Ocean Strategy; (1698BC) Blue Ocean Strategy: Appendix — A Sketch of the Historical Pattern of Blue Ocean Creation.   Add   View  25 pp.  Analytical Tools and Frameworks Author(s): Chan Kim, W.; Mauborgne, Renee Publication Date: 12/16/2004 Product Type: HBS Press Chapter HBS Number: 1629BC Subjects: Analytics; Risk management Academic Discipline: Competitive strategy Product Description: Offers analytical tools and frameworks to make the execution of blue ocean strategy systematic and actionable. Effective blue ocean strategy requires risk minimization. Outlines analytical approaches to execution, including the Strategy Canvas, the Four Actions Framework, and the Eliminate-Reduce-Raise-Create grid. Includes detailed examples of how companies have personalized their own strategies and unlocked new market space. May be used with: (1626BC) Blue Ocean Strategy: Creating Blue Oceans; (1630BC) Blue Ocean Strategy: Reconstruct Market Boundaries; (1631BC) Blue Ocean Strategy: Focus on the Big Picture, Not the Numbers; (1632BC) Blue Ocean Strategy: Reach Beyond Existing Demand; (1633BC) Blue Ocean Strategy: Get the Strategic Sequence Right; (1634BC) Blue Ocean Strategy: Overcome Key Organizational Hurdles; (1635BC) Blue Ocean Strategy: Build Execution into Strategy; (1637BC) Conclusion: The Sustainability and Renewal of Blue Ocean Strategy; (1698BC) Blue Ocean Strategy: Appendix — A Sketch of the Historical Pattern of Blue Ocean Creation.   Add   View  37 pp.  Reconstruct Market Boundaries Author(s): Chan Kim, W.; Mauborgne, Renee Publication Date: 12/16/2004 Product Type: HBS Press Chapter HBS Number: 1630BC Academic Discipline: Competitive strategy Product Description: The first principle of blue ocean strategy is to reconstruct market boundaries to break from the competition and create blue oceans. The challenge is to successfully identify, out of innumerable possibilities, commercially compelling blue ocean opportunities. Examines six basic approaches to remaking market boundaries that are generally applicable across industry sectors and that lead companies into the corridor of commercially viable blue ocean ideas. May be used with: (1626BC) Blue Ocean Strategy: Creating Blue Oceans; (1629BC) Blue Ocean Strategy: Analytical Tools and Frameworks; (1631BC) Blue Ocean Strategy: Focus on the Big Picture, Not the Numbers; (1632BC) Blue Ocean Strategy: Reach Beyond Existing Demand; (1633BC) Blue Ocean Strategy: Get the Strategic Sequence Right; (1634BC) Blue Ocean Strategy: Overcome Key Organizational Hurdles; (1635BC) Blue Ocean Strategy: Build Execution into Strategy; (1637BC) Conclusion: The Sustainability and Renewal of Blue Ocean Strategy; (1698BC) Blue Ocean Strategy: Appendix — A Sketch of the Historical Pattern of Blue Ocean Creation.   Add   View  23 pp.  Focus on the Big Picture, Not the Numbers Author(s): Chan Kim, W.; Mauborgne, Renee Publication Date: 12/16/2004 Product Type: HBS Press Chapter HBS Number: 1631BC Subjects: Strategic planning; Academic Discipline: Competitive strategy Product Description: Most companies' strategic planning process keeps them wedded to red oceans, competing within existing markets. Develops an alternative approach to the existing strategic planning process that is based not on preparing a document but on drawing a strategy canvas. This approach, which is easy to understand and communicate for effective execution, consistently produces strategies to unlock the creativity of a wide range of people within an organization and open companies' eyes to blue oceans. May be used with: (1626BC) Blue Ocean Strategy: Creating Blue Oceans; (1629BC) Blue Ocean Strategy: Analytical Tools and Frameworks; (1630BC) Blue Ocean Strategy: Reconstruct Market Boundaries; (1632BC) Blue Ocean Strategy: Reach Beyond Existing Demand; (1633BC) Blue Ocean Strategy: Get the Strategic Sequence Right; (1634BC) Blue Ocean Strategy: Overcome Key Organizational Hurdles; (1635BC) Blue Ocean Strategy: Build Execution into Strategy; (1637BC) Conclusion: The Sustainability and Renewal of Blue Ocean Strategy; (1698BC) Blue Ocean Strategy: Appendix — A Sketch of the Historical Pattern of Blue Ocean Creation.   Add   View  18 pp.  Reach Beyond Existing Demand Author(s): Chan Kim, W.; Mauborgne, Renee Publication Date: 12/16/2004 Product Type: HBS Press Chapter HBS Number: 1632BC Academic Discipline: Competitive strategy Product Description: How do you maximize the size of the blue ocean you are creating? A guide to reaching beyond existing demand, encourages companies to challenge the conventional strategy practices of focusing on existing customers and finer segmentation to accommodate buyer differences. Instead of concentrating on customers, companies need to look to noncustomers and build on powerful commonalities in what buyers value in order to unlock new markets. May be used with: (1626BC) Blue Ocean Strategy: Creating Blue Oceans; (1629BC) Blue Ocean Strategy: Analytical Tools and Frameworks; (1630BC) Blue Ocean Strategy: Reconstruct Market Boundaries; (1631BC) Blue Ocean Strategy: Focus on the Big Picture, Not the Numbers; (1633BC) Blue Ocean Strategy: Get the Strategic Sequence Right; (1634BC) Blue Ocean Strategy: Overcome Key Organizational Hurdles; (1635BC) Blue Ocean Strategy: Build Execution into Strategy; (1637BC) Conclusion: The Sustainability and Renewal of Blue Ocean Strategy; (1698BC) Blue Ocean Strategy: Appendix — A Sketch of the Historical Pattern of Blue Ocean Creation.   Add   View  30 pp.  Get the Strategic Sequence Right Author(s): Chan Kim, W.; Mauborgne, Renee Publication Date: 12/16/2004 Product Type: HBS Press Chapter HBS Number: 1633BC Academic Discipline: Competitive strategy Product Description: With an understanding of the right strategic sequence and of how to assess blue ocean ideas along the key criteria in that sequence, you dramatically reduce business model risk. The challenge is to build a robust business model to ensure that you make a healthy profit on your blue ocean idea. Addresses the fourth principle of blue ocean strategy: getting the strategic sequence right. May be used with: (1626BC) Blue Ocean Strategy: Creating Blue Oceans; (1629BC) Blue Ocean Strategy: Analytical Tools and Frameworks; (1630BC) Blue Ocean Strategy: Reconstruct Market Boundaries; (1631BC) Blue Ocean Strategy: Focus on the Big Picture, Not the Numbers; (1632BC) Blue Ocean Strategy: Reach Beyond Existing Demand; (1634BC) Blue Ocean Strategy: Overcome Key Organizational Hurdles; (1635BC) Blue Ocean Strategy: Build Execution into Strategy; (1637BC) Conclusion: The Sustainability and Renewal of Blue Ocean Strategy; (1698BC) Blue Ocean Strategy: Appendix — A Sketch of the Historical Pattern of Blue Ocean Creation.   Add   View  27 pp.  Overcome Key Organizational Hurdles Author(s): Chan Kim, W.; Mauborgne, Renee Publication Date: 12/16/2004 Product Type: HBS Press Chapter HBS Number: 1634BC Subjects: Resource allocation; Academic Discipline: Competitive strategy Product Description: Once a company has developed a blue ocean strategy with a profitable business model, it must execute it. For managers facing the challenge of execution there are four hurdles to deal with, ranging from waking up employees to the need for a strategic shift to dealing with limited resources. Introduces a concept the authors call tipping point leadership, which allows managers to overcome the four hurdles fast and at low cost while winning employees' backing in executing a break from the status quo. May be used with: (1626BC) Blue Ocean Strategy: Creating Blue Oceans; (1629BC) Blue Ocean Strategy: Analytical Tools and Frameworks; (1630BC) Blue Ocean Strategy: Reconstruct Market Boundaries; (1631BC) Blue Ocean Strategy: Focus on the Big Picture, Not the Numbers; (1632BC) Blue Ocean Strategy: Reach Beyond Existing Demand; (1633BC) Blue Ocean Strategy: Get the Strategic Sequence Right; (1635BC) Blue Ocean Strategy: Build Execution into Strategy; (1637BC) Conclusion: The Sustainability and Renewal of Blue Ocean Strategy; (1698BC) Blue Ocean Strategy: Appendix — A Sketch of the Historical Pattern of Blue Ocean Creation.   Add   View  17 pp.  Build Execution into Strategy Author(s): Chan Kim, W.; Mauborgne, Renee Publication Date: 12/16/2004 Product Type: HBS Press Chapter HBS Number: 1635BC Subjects: Fair process; Risk management; Strategy execution; Trust Academic Discipline: Competitive strategy Product Description: A company does not consist solely of top and middle management. A company is everyone from the top to the front lines, and it is only when members of an organization are aligned around a strategy and support it, for better or worse, that a company stands apart as a great executor. Emphasizes fair process as key to creating a culture of trust and commitment that motivates people deep in the ranks to execute the agreed strategy. May be used with: (1626BC) Blue Ocean Strategy: Creating Blue Oceans; (1629BC) Blue Ocean Strategy: Analytical Tools and Frameworks; (1630BC) Blue Ocean Strategy: Reconstruct Market Boundaries; (1631BC) Blue Ocean Strategy: Focus on the Big Picture, Not the Numbers; (1632BC) Blue Ocean Strategy: Reach Beyond Existing Demand; (1633BC) Blue Ocean Strategy: Get the Strategic Sequence Right; (1634BC) Blue Ocean Strategy: Overcome Key Organizational Hurdles; (1637BC) Conclusion: The Sustainability and Renewal of Blue Ocean Strategy; (1698BC) Blue Ocean Strategy: Appendix — A Sketch of the Historical Pattern of Blue Ocean Creation.   Add   View  8 pp.  Conclusion: The Sustainability and Renewal of Blue Ocean Strategy Author(s): Chan Kim, W.; Mauborgne, Renee Publication Date: 12/16/2004 Product Type: HBS Press Chapter HBS Number: 1637BC Subjects: Sustainability; Academic Discipline: Competitive strategy Product Description: Creating blue oceans is not a static achievement but a dynamic process. Once a company creates a blue ocean and its powerful performance consequences are known, sooner or later imitators appear on the horizon. Asks the question: when should a company reach out to create another blue ocean? May be used with: (1626BC) Blue Ocean Strategy: Creating Blue Oceans; (1629BC) Blue Ocean Strategy: Analytical Tools and Frameworks; (1630BC) Blue Ocean Strategy: Reconstruct Market Boundaries; (1631BC) Blue Ocean Strategy: Focus on the Big Picture, Not the Numbers; (1632BC) Blue Ocean Strategy: Reach Beyond Existing Demand; (1633BC) Blue Ocean Strategy: Get the Strategic Sequence Right; (1634BC) Blue Ocean Strategy: Overcome Key Organizational Hurdles; (1635BC) Blue Ocean Strategy: Build Execution into Strategy; (1698BC) Blue Ocean Strategy: Appendix — A Sketch of the Historical Pattern of Blue Ocean Creation.   Add   View  22 pp.  Blue Ocean Strategy: Appendix—A Sketch of the Historical Pattern of Blue Ocean Creation Author(s): Chan Kim, W.; Mauborgne, Renee Publication Date: 12/16/2004 Product Type: HBS Press Chapter HBS Number: 1698BC Industry Setting: Automotive industry; Computer industry; Theater Subjects: Sustainability; Academic Discipline: Competitive strategy Product Description: Creating blue oceans is a dynamic process. Addresses the critical question of the sustainability and renewal of the strategy, including determining when it's time to create another blue ocean. Several key barriers to imitation are identified, along with strategies for reading the signals that point to the need to reinitiate value innovation. Includes detailed examples from three major industry segments: automotive, computers, and movie theaters. May be used with: (1626BC) Blue Ocean Strategy: Creating Blue Oceans; (1629BC) Blue Ocean Strategy: Analytical Tools and Frameworks; (1630BC) Blue Ocean Strategy: Reconstruct Market Boundaries; (1631BC) Blue Ocean Strategy: Focus on the Big Picture, Not the Numbers; (1632BC) Blue Ocean Strategy: Reach Beyond Existing Demand; (1633BC) Blue Ocean Strategy: Get the Strategic Sequence Right; (1634BC) Blue Ocean Strategy: Overcome Key Organizational Hurdles; (1635BC) Blue Ocean Strategy: Build Execution into Strategy; (1637BC) Conclusion: The Sustainability and Renewal of Blue Ocean Strategy.    Competing for the Future   Add   View  30 pp.  Getting Off the Treadmill: Competing for the Future Author(s): Hamel, Gary; Prahalad, C. K. Publication Date: 07/29/1994 Product Type: HBS Press Chapter HBS Number: 4962BC Subjects: Competition; Competitive advantage; Corporate strategy; Strategic intent; Strategy formulation; Strategy implementation Academic Discipline: Competitive strategy Product Description: Any company that fails to create the markets of the future, will find itself on a treadmill, trying to keep one step ahead of the steadily declining margins and profits of yesterday's businesses. This chapter asks managers to evaluate their company's ability and willingness to imagine and create the future and to look beyond restructuring and reengineering toward a new strategy for industry transformation. May be used with: (5080BC) How Competition for the Future Is Different; (5079BC) Learning to Forget: Competing for the Future; (5090BC) Competing for Industry Foresight; (5077BC) Crafting Strategic Architecture: Competing for the Future; (5076BC) Strategy as Stretch: Competing for the Future; (5075BC) Strategy as Leverage: Competing for the Future; (5074BC) Competing to Shape the Future; (5073BC) Building Gateways to the Future: Industry Leadership; (5072BC) Embedding the Core Competence Perspective: Competing for the Future; (5071BC) Securing the Future: Globally Preempting Competitors; (5069BC) Thinking Differently: Capturing the Competitive Future.   Add   View  28 pp.  How Competition for the Future Is Different Author(s): Hamel, Gary; Prahalad, C. K. Publication Date: 07/29/1994 Product Type: HBS Press Chapter HBS Number: 5080BC Subjects: Competition; Competitive advantage; Corporate strategy; Strategic intent; Strategy formulation; Strategy implementation Academic Discipline: Competitive strategy Product Description: To compete successfully for the future, senior managers must first understand the profound differences between competing for the future and competing in the present. This chapter shows that competing for the future requires not only a redefinition of strategy, but also a redefinition of top management's role in creating strategy. May be used with: (4962BC) Getting Off the Treadmill: Competing for the Future; (5079BC) Learning to Forget: Competing for the Future; (5090BC) Competing for Industry Foresight; (5077BC) Crafting Strategic Architecture: Competing for the Future; (5076BC) Strategy as Stretch: Competing for the Future; (5075BC) Strategy as Leverage: Competing for the Future; (5074BC) Competing to Shape the Future; (5073BC) Building Gateways to the Future: Industry Leadership; (5072BC) Embedding the Core Competence Perspective: Competing for the Future; (5071BC) Securing the Future: Globally Preempting Competitors; (5069BC) Thinking Differently: Capturing the Competitive Future.   Add   View  28 pp.  Learning to Forget: Competing for the Future Author(s): Hamel, Gary; Prahalad, C. K. Publication Date: 07/29/1994 Product Type: HBS Press Chapter HBS Number: 5079BC Subjects: Competition; Competitive advantage; Corporate strategy; Strategic intent; Strategy formulation; Strategy implementation Academic Discipline: Competitive strategy Product Description: The deeply encoded lessons of the past that are passed from one generation of managers to another produce a dangerous reliance on precedent. This chapter discusses the need for organizations to shed the managerial frames that have structured organizational life and rebuild with an eye toward the future. May be used with: (4962BC) Getting Off the Treadmill: Competing for the Future; (5080BC) How Competition for the Future Is Different; (5090BC) Competing for Industry Foresight; (5077BC) Crafting Strategic Architecture: Competing for the Future; (5076BC) Strategy as Stretch: Competing for the Future; (5075BC) Strategy as Leverage: Competing for the Future; (5074BC) Competing to Shape the Future; (5073BC) Building Gateways to the Future: Industry Leadership; (5072BC) Embedding the Core Competence Perspective: Competing for the Future; (5071BC) Securing the Future: Globally Preempting Competitors; (5069BC) Thinking Differently: Capturing the Competitive Future.   Add   View  41 pp.  Competing for Industry Foresight Author(s): Hamel, Gary; Prahalad, C. K. Publication Date: 07/29/1994 Product Type: HBS Press Chapter HBS Number: 5090BC Subjects: Competition; Competitive advantage; Corporate strategy; Strategic intent; Strategy formulation; Strategy implementation Academic Discipline: Competitive strategy Product Description: Industry foresight gives a company the potential to get to the future first and stake out a leadership position. This chapter shows how to develop the prescience needed to proactively shape industry evolution. May be used with: (4962BC) Getting Off the Treadmill: Competing for the Future; (5080BC) How Competition for the Future Is Different; (5079BC) Learning to Forget: Competing for the Future; (5077BC) Crafting Strategic Architecture: Competing for the Future; (5076BC) Strategy as Stretch: Competing for the Future; (5075BC) Strategy as Leverage: Competing for the Future; (5074BC) Competing to Shape the Future; (5073BC) Building Gateways to the Future: Industry Leadership; (5072BC) Embedding the Core Competence Perspective: Competing for the Future; (5071BC) Securing the Future: Globally Preempting Competitors; (5069BC) Thinking Differently: Capturing the Competitive Future.   Add   View  25 pp.  Crafting Strategic Architecture: Competing for the Future Author(s): Hamel, Gary; Prahalad, C. K. Publication Date: 07/29/1994 Product Type: HBS Press Chapter HBS Number: 5077BC Subjects: Competition; Competitive advantage; Corporate strategy; Strategic intent; Strategy formulation; Strategy implementation Academic Discipline: Competitive strategy Product Description: This chapter shows you how to conquer the challenge of yesterday's foresight becoming today's conventional wisdom by building a strategic architecture that enables you to invest, again and again, in creating a prescient view of the future. May be used with: (4962BC) Getting Off the Treadmill: Competing for the Future; (5080BC) How Competition for the Future Is Different; (5079BC) Learning to Forget: Competing for the Future; (5090BC) Competing for Industry Foresight; (5076BC) Strategy as Stretch: Competing for the Future; (5075BC) Strategy as Leverage: Competing for the Future; (5074BC) Competing to Shape the Future; (5073BC) Building Gateways to the Future: Industry Leadership; (5072BC) Embedding the Core Competence Perspective: Competing for the Future; (5071BC) Securing the Future: Globally Preempting Competitors; (5069BC) Thinking Differently: Capturing the Competitive Future.   Add   View  27 pp.  Strategy as Stretch: Competing for the Future Author(s): Hamel, Gary; Prahalad, C. K. Publication Date: 07/29/1994 Product Type: HBS Press Chapter HBS Number: 5076BC Subjects: Competition; Competitive advantage; Corporate strategy; Strategic intent; Strategy formulation; Strategy implementation Academic Discipline: Competitive strategy Product Description: It is not cash that fuels the journey to industry leadership, but the mobilization of a company's emotional and creativity energy. This chapter illustrates why getting to the future first is more a function of resourcefulness than resources. May be used with: (4962BC) Getting Off the Treadmill: Competing for the Future; (5080BC) How Competition for the Future Is Different; (5079BC) Learning to Forget: Competing for the Future; (5090BC) Competing for Industry Foresight; (5077BC) Crafting Strategic Architecture: Competing for the Future; (5075BC) Strategy as Leverage: Competing for the Future; (5074BC) Competing to Shape the Future; (5073BC) Building Gateways to the Future: Industry Leadership; (5072BC) Embedding the Core Competence Perspective: Competing for the Future; (5071BC) Securing the Future: Globally Preempting Competitors; (5069BC) Thinking Differently: Capturing the Competitive Future.   Added   View  35 pp.  Strategy as Leverage: Competing for the Future Author(s): Hamel, Gary; Prahalad, C. K. Publication Date: 07/29/1994 Product Type: HBS Press Chapter HBS Number: 5075BC Subjects: Competition; Competitive advantage; Corporate strategy; Strategic intent; Strategy formulation; Strategy implementation Academic Discipline: Competitive strategy Product Description: If a firm has no capacity for resource leverage, if it hasn't learned to do more with less, there is no advantage to being strategic. This chapter shows how a firm that has a surfeit of ambition and a dearth of resources quickly discovers that the only way to survive is to create new forms of competitive advantage and learn to leverage the resources it has. May be used with: (4962BC) Getting Off the Treadmill: Competing for the Future; (5069BC) Thinking Differently: Capturing the Competitive Future; (5071BC) Securing the Future: Globally Preempting Competitors; (5072BC) Embedding the Core Competence Perspective: Competing for the Future; (5073BC) Building Gateways to the Future: Industry Leadership; (5074BC) Competing to Shape the Future; (5076BC) Strategy as Stretch: Competing for the Future; (5077BC) Crafting Strategic Architecture: Competing for the Future; (5079BC) Learning to Forget: Competing for the Future; (5080BC) How Competition for the Future Is Different; (5090BC) Competing for Industry Foresight.   Add   View  24 pp.  Competing to Shape the Future Author(s): Hamel, Gary; Prahalad, C. K. Publication Date: 07/29/1994 Product Type: HBS Press Chapter HBS Number: 5074BC Subjects: Competition; Competitive advantage; Corporate strategy; Strategic intent; Strategy formulation; Strategy implementation Academic Discipline: Competitive strategy Product Description: This chapter discusses what must be done to turn industry foresight into reality and outpace competitors on the road to market leadership. May be used with: (4962BC) Getting Off the Treadmill: Competing for the Future; (5080BC) How Competition for the Future Is Different; (5079BC) Learning to Forget: Competing for the Future; (5090BC) Competing for Industry Foresight; (5077BC) Crafting Strategic Architecture: Competing for the Future; (5076BC) Strategy as Stretch: Competing for the Future; (5075BC) Strategy as Leverage: Competing for the Future; (5073BC) Building Gateways to the Future: Industry Leadership; (5072BC) Embedding the Core Competence Perspective: Competing for the Future; (5071BC) Securing the Future: Globally Preempting Competitors; (5069BC) Thinking Differently: Capturing the Competitive Future.   Add   View  29 pp.  Building Gateways to the Future: Industry Leadership Author(s): Hamel, Gary; Prahalad, C. K. Publication Date: 07/29/1994 Product Type: HBS Press Chapter HBS Number: 5073BC Subjects: Competition; Competitive advantage; Corporate strategy; Strategic intent; Strategy formulation; Strategy implementation Academic Discipline: Competitive strategy Product Description: In this chapter, the authors argue that a key challenge in competing for the future is to preemptively build the core competencies that provide gateways to tomorrow's opportunities, as well as to find novel applications of current competencies. May be used with: (4962BC) Getting Off the Treadmill: Competing for the Future; (5080BC) How Competition for the Future Is Different; (5079BC) Learning to Forget: Competing for the Future; (5090BC) Competing for Industry Foresight; (5077BC) Crafting Strategic Architecture: Competing for the Future; (5076BC) Strategy as Stretch: Competing for the Future; (5075BC) Strategy as Leverage: Competing for the Future; (5074BC) Competing to Shape the Future; (5072BC) Embedding the Core Competence Perspective: Competing for the Future; (5071BC) Securing the Future: Globally Preempting Competitors; (5069BC) Thinking Differently: Capturing the Competitive Future.   Added   View  21 pp.  Embedding the Core Competence Perspective: Competing for the Future Author(s): Hamel, Gary; Prahalad, C. K. Publication Date: 07/29/1994 Product Type: HBS Press Chapter HBS Number: 5072BC Subjects: Competition; Competitive advantage; Corporate strategy; Strategic intent; Strategy formulation; Strategy implementation Academic Discipline: Competitive strategy Product Description: A company must be viewed not only as a portfolio of products or services, but a portfolio of competencies as well. This chapter outlines five key competence management tasks that the entire management team must fully understand and participate in for the core competence perspective to take root in an organization. May be used with: (4962BC) Getting Off the Treadmill: Competing for the Future; (5080BC) How Competition for the Future Is Different; (5079BC) Learning to Forget: Competing for the Future; (5090BC) Competing for Industry Foresight; (5077BC) Crafting Strategic Architecture: Competing for the Future; (5076BC) Strategy as Stretch: Competing for the Future; (5075BC) Strategy as Leverage: Competing for the Future; (5074BC) Competing to Shape the Future; (5073BC) Building Gateways to the Future: Industry Leadership; (5071BC) Securing the Future: Globally Preempting Competitors; (5069BC) Thinking Differently: Capturing the Competitive Future.   Add   View  34 pp.  Securing the Future: Globally Preempting Competitors Author(s): Hamel, Gary; Prahalad, C. K. Publication Date: 07/29/1994 Product Type: HBS Press Chapter HBS Number: 5071BC Subjects: Competition; Competitive advantage; Corporate strategy; Strategic intent; Strategy formulation; Strategy implementation Academic Discipline: Competitive strategy Product Description: When several companies are tracking the same broad opportunity and striving to build roughly similar competencies, the issue is how to maximize one's share of worldwide revenues when the market finally takes off. This chapter discusses the keys to global preemption, the final milestone on the road to competing for the future. May be used with: (4962BC) Getting Off the Treadmill: Competing for the Future; (5080BC) How Competition for the Future Is Different; (5079BC) Learning to Forget: Competing for the Future; (5090BC) Competing for Industry Foresight; (5077BC) Crafting Strategic Architecture: Competing for the Future; (5076BC) Strategy as Stretch: Competing for the Future; (5075BC) Strategy as Leverage: Competing for the Future; (5074BC) Competing to Shape the Future; (5073BC) Building Gateways to the Future: Industry Leadership; (5072BC) Embedding the Core Competence Perspective: Competing for the Future; (5069BC) Thinking Differently: Capturing the Competitive Future.   Add   View  37 pp.  Thinking Differently: Capturing the Competitive Future Author(s): Hamel, Gary; Prahalad, C. K. Publication Date: 07/29/1994 Product Type: HBS Press Chapter HBS Number: 5069BC Subjects: Competition; Competitive advantage; Corporate strategy; Strategic intent; Strategy formulation; Strategy implementation Academic Discipline: Competitive strategy Product Description: To have a share of the future, a company must learn to think differently about the meaning of competitiveness, the meaning of strategy, and the meaning of organizations. In this chapter, the authors discuss these essential elements for becoming an industry leader. May be used with: (4962BC) Getting Off the Treadmill: Competing for the Future; (5080BC) How Competition for the Future Is Different; (5079BC) Learning to Forget: Competing for the Future; (5090BC) Competing for Industry Foresight; (5077BC) Crafting Strategic Architecture: Competing for the Future; (5076BC) Strategy as Stretch: Competing for the Future; (5075BC) Strategy as Leverage: Competing for the Future; (5074BC) Competing to Shape the Future; (5073BC) Building Gateways to the Future: Industry Leadership; (5072BC) Embedding the Core Competence Perspective: Competing for the Future; (5071BC) Securing the Future: Globally Preempting Competitors.    Harvard Business Essentials: Manager’s Toolkit — The 13 Skills Managers Need to Succeed   Add   View  18 pp.  Setting Goals that Others Will Pursue: Committing to an Outcome Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5047BC Subjects: After action reviews; Goal setting; Management by objectives; Management communication; Management of professionals; Priorities Academic Discipline: General management Product Description: By setting goals and measuring their achievement, you can focus on what is most important, waste less energy on noncritical tasks, and achieve greater results. Whether your organization takes a top-down approach to goal setting or a bottom-up one, you are responsible for setting goals for your unit and for yourself. This chapter breaks down the priorities, the obstacles, and the after-action review of goal setting and achieving. May be used with: (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Add   View  28 pp.  Hiring the Best: The Role of Human Assets Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5078BC Subjects: Employee benefits; Employee training; Human capital; Human resources management; Interviews; Personnel policies; Recruitment Academic Discipline: General management Product Description: In a world where human assets have become the key differentiator between competing firms, the quality and capabilities of the people you bring onto your team will determine its success. And like many other activities undertaken by organizations, hiring is a business process — a set of activities that turn inputs into outputs. This chapter examines this five-step process for getting the most out of your personnel investments. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Add   View  26 pp.  Keeping the Best: Why Retention Matters Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5085BC Subjects: Compensation; Employee benefits; Employee morale; Employee retention; Employee training; Human resources management; Personnel policies Academic Discipline: General management Product Description: This chapter focuses on employee retention. It explains why it is so important to your business — and why it is so challenging. The chapter provides insights into why people stay with their current employers and what factors influence them to leave. It also offers suggestions on what you, as a manager, can do to retain your best people. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed.   Add   View  17 pp.  Delegating with Confidence: Avoid Being Overworked and Overwhelmed Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5108BC Subjects: Delegation of authority; Management communication; Management of professionals Academic Discipline: General management Product Description: Delegation is one of the most important skills demonstrated by successful managers and the one often neglected by overworked managers. Effective delegators spend less time doing and more time planning work assignments, organizing resources for delegates, and coaching people who need help. This chapter explains the principles of delegating and gives practical ideas for applying them. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Add   View  18 pp.  Managing Your Time: Making the Most Out of Your Day Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5115BC Subjects: Time wasters; Upper management; Work environment; Work hours Academic Discipline: General management Product Description: Time management is about forcing yourself to be explicit about what you value in your professional and personal life, which in turn helps avoid burnout stress while making you more productive. This chapter gives you the tools to manage your work week better while avoiding time wasters such as overreaching, reverse delegation, procrastination, avoidable travel, and unnecessary meetings. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Add   View  25 pp.  Managing Teams: Forming a Team that Makes a Difference Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5139BC Subjects: Collaboration; Employee morale; Group decision making; Group dynamics; Interpersonal behavior; Management communication; Management of professionals; Management teams; Team leadership Academic Discipline: General management Product Description: Individuals are the source of most innovative ideas, but teams of people working together are an organization's best instruments for turning those ideas into marketable products and services. You, as a manager, must learn how to act in this setting — where you cannot be the boss — finding a collaborative way to contribute and support your colleagues. This chapter teaches you that skill. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Add   View  31 pp.  Appraisal and Coaching: Improving Results with Feedback Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5146BC Subjects: Coaching; Employee development; Employee morale; Feedback; Management of professionals; Performance effectiveness; Performance measurement Academic Discipline: General management Product Description: The first half of this chapter shows you how to handle a performance appraisal and offers eight steps for doing it right. The balance of the chapter explains how to improve performance through coaching. These two activities provide opportunities for both the manager and the subordinate to provide feedback to one another on what is working and what is not — feedback that is an essential element of management. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Add   View  23 pp.  Handling Problem Employees: Motivating and Letting Go Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5153BC Subjects: Employees; Motivation; Performance management; Terminations Academic Discipline: Human resources management Product Description: Although some employees can be helped through coaching that corrects performance pitfalls, others are able to do the job, but for some reason or another, are not motivated to do it. This chapter deals with the unmotivated employee. It concentrates on motivating problem employees, dealing with “C” employees, and handling dismissals when necessary. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Add   View  19 pp.  Dealing with Crises: Don’t Wait Until They Hit Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5160BC Subjects: Change management; Crisis management; Decision making; Problem solving; Risk management Academic Discipline: General management Product Description: Crises affect all businesses sooner or later. Some are preventable. Others can be anticipated. But no matter what their origins, the things managers do and the decisions they make can make the situation a lot worse — or better. This chapter offers practical ideas for preventing crises, anticipating them, and managing them when they occur. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Add   View  25 pp.  Developing Your Career: And Theirs Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5184BC Subjects: Career advancement; Career changes; Careers & career planning; Management communication; Mentors Academic Discipline: Organizational behavior & leadership Product Description: Career development is the process of assessing where you are in your work life, deciding where you want to be, and then making the changes necessary to get there. It's a process you can manage and an opportunity for you to lead by example. This chapter gives you practical ideas for managing your career and mentoring the careers of those who work for you — whether you are both just beginning or well along the road. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Add   View  19 pp.  Becoming a Leader: The Final Challenge Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5191BC Subjects: Conflict; Leadership; Management by objectives; Management communication; Management of professionals; Motivation; Vision Academic Discipline: General management Product Description: To be effective, leadership cannot only be about inspiration and grand visions; it must also be about getting results. Managers become leaders when they create a vision that others will follow, align people and resources with their vision, use communication skills to muster support, gather resources, motivate others to do their best, and harness the power of creative conflict. This chapter helps you navigate this course. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Add   View  14 pp.  Strategy: A Primer Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5214BC Subjects: Competitive advantage; Competitive decision making; Strategic market planning; Strategy formulation; Strategy implementation Academic Discipline: Competitive strategy Product Description: Operational efficiency is about doing things right; strategy is about doing the right things. This chapter focuses on how to formulate strategies that will differentiate your enterprise, giving it competitive advantage, and on how to scan the horizon for new opportunities or for changes that may undermine your current strategy. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Add   View  31 pp.  Budgeting: Seeing the Future Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5221BC Subjects: Budgeting; Business expenses; Financial literacy; Financial management; Financing; Long term financing; Operating costs; Short term financing Academic Discipline: Finance Product Description: Budgeting can cause stress and conflict, eating up lots of hours. But a good budget can be the difference between financial success and insolvency. In this chapter, you'll learn about the many types of budgets that serve different purposes. You'll also learn how to determine which type most effectively helps you meet your business goals. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Add   View  22 pp.  Understanding Financial Statements: Making More Authoritative Decisions Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5238BC Subjects: Balance sheets; Business expenses; Cash flow statements; Financial accounting; Financial literacy; Financial management; Financial planning; Financial reporting; Income statements Academic Discipline: Finance Product Description: What is the state of your company's financial health? This chapter helps you answer that question by explaining the three essential financial statements: the balance sheet, the income statement, and the cash flow statement. It also helps you understand some of the managerial issues implicit in them and broadens your financial know-how through discussion of two vital concepts: financial leverage and the financial structure of the firm. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Add   View  18 pp.  Net Present Value and Internal Rate of Return: Accounting for Time Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5245BC Subjects: Decision making; Financial analysis; Financial management; Financial strategy; Inflation; Present value; Rates of return Academic Discipline: Finance Product Description: This chapter introduces you to financial decision-making tools that account for time value: specifically, present and future value, net present value, and internal rate of return. These are among the most powerful and useful decision tools available to managers. Whether you're considering the development of a new product, the purchase of a new asset, or any other type of investment, these time-value tools are essential. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Add   View  8 pp.  Breakeven Analysis and Operating Leverage: Understanding Cash Flow Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5252BC Subjects: Breakeven analysis; Budgeting; Cash flow; Contribution margin; Financial analysis; Financial literacy; Financial management; Fixed costs; Operating leverage; Variable costs Academic Discipline: Finance Product Description: This chapter explains breakeven analysis — how much (or how much more) you need to sell to pay for a fixed investment — another financial tool that many managers find useful in making decisions. The chapter elucidates this and several other concepts that that every manager should understand (fixed costs, variable costs, contribution margin, and operating leverage) to determine at what point you will break even on your cash flow and when you will exceed it. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time.    Harvard Business Essentials: Strategy: Create and Implement the Best Strategy for Your Business   Added   View  27 pp.  SWOT Analysis I: Looking Outside for Threats and Opportunities Publication Date: 06/16/2005 Product Type: HBS Press Chapter HBS Number: 5528BC Subjects: Competition; Five forces; Market segmentation; Pricing strategy; Strategy formulation; SWOT analysis Academic Discipline: Competitive strategy Product Description: Competitive strategy begins with the iterative assessment of the external environment and the organization's internal capabilities. This process of looking outside as well as inside is known to strategic planners by the acronym “SWOT”: Strengths, Weaknesses, Opportunities, and Threats. Using this strategy and Michael Porter's Five Forces framework, this chapter deconstructs the challenge of external analysis. May be used with: (5535BC) SWOT Analysis II: Looking Inside for Strengths and Weaknesses; (5559BC) Types of Strategy: Which Fits Your Business?; (5566BC) Strategic Moves: The Mechanisms of Success; (5573BC) From Strategy to Implementation: Seeking Alignment; (5597BC) Action Plans: The Architecture of Implementation; (5603BC) How to Stay on Course: Sensing and Responding to Deviations from Plan; (5610BC) The People Side of Implementation: Getting the Right People on Board; (5627BC) Strategy as Work-in-Progress: Keep Looking Ahead.   Added   View  17 pp.  SWOT Analysis II: Looking Inside for Strengths and Weaknesses Publication Date: 06/16/2005 Product Type: HBS Press Chapter HBS Number: 5535BC Subjects: Competitive strategy; Core competence; Financial analysis; Financial strategy; Managerial behavior; Strategic planning; Strategy formulation; SWOT analysis Academic Discipline: Competitive strategy Product Description: Competitive strategy begins with the iterative assessment of the external environment and the organization's internal capabilities. This process of looking outside as well as inside is known to strategic planners by the acronym “SWOT”: Strengths, Weaknesses, Opportunities, and Threats. This chapter addresses three of the most important areas in which a company's internal strengths and weaknesses should be evaluated and presents a nine-step method for conducting your evaluations. May be used with: (5528BC) SWOT Analysis I: Looking Outside for Threats and Opportunities; (5559BC) Types of Strategy: Which Fits Your Business?; (5566BC) Strategic Moves: The Mechanisms of Success; (5573BC) From Strategy to Implementation: Seeking Alignment; (5597BC) Action Plans: The Architecture of Implementation; (5603BC) How to Stay on Course: Sensing and Responding to Deviations from Plan; (5610BC) The People Side of Implementation: Getting the Right People on Board; (5627BC) Strategy as Work-in-Progress: Keep Looking Ahead.   Added   View  22 pp.  Types of Strategy: Which Fits Your Business? Publication Date: 06/16/2005 Product Type: HBS Press Chapter HBS Number: 5559BC Subjects: Customer relations; Experience curves; Strategic market planning; Strategic planning; Strategy formulation Academic Discipline: Competitive strategy Product Description: Every for-profit entity shares the same goal: to identify and pursue a business strategy that will give it a defensible and profitable hold on some segment of the marketplace. But there are many strategy frameworks available. This chapter describes the four basic strategies from which all others derive, enabling you to pick which one best fits your business. May be used with: (5528BC) SWOT Analysis I: Looking Outside for Threats and Opportunities; (5535BC) SWOT Analysis II: Looking Inside for Strengths and Weaknesses; (5566BC) Strategic Moves: The Mechanisms of Success; (5573BC) From Strategy to Implementation: Seeking Alignment; (5597BC) Action Plans: The Architecture of Implementation; (5603BC) How to Stay on Course: Sensing and Responding to Deviations from Plan; (5610BC) The People Side of Implementation: Getting the Right People on Board; (5627BC) Strategy as Work-in-Progress: Keep Looking Ahead.   Add   View  18 pp.  Strategic Moves: The Mechanisms of Success Publication Date: 06/16/2005 Product Type: HBS Press Chapter HBS Number: 5566BC Subjects: Competitive advantage; Market positioning; Process innovation; Product differentiation; Strategic market planning; Strategic planning; Strategy formulation; Strategy implementation Academic Discipline: Competitive strategy Product Description: A military analogy suggests that a business strategy must reckon with the realities of the market and the existence of competing firms, some of which will have greater market power and resources. Competitive strategy then means that one must strike in an area of competitor weakness or where the competitor is unlikely to fight back or will fail to fight back effectively. This chapter offers a number of strategic moves that can be used to enter and build defensible positions in the marketplace. May be used with: (5528BC) SWOT Analysis I: Looking Outside for Threats and Opportunities; (5535BC) SWOT Analysis II: Looking Inside for Strengths and Weaknesses; (5559BC) Types of Strategy: Which Fits Your Business?; (5573BC) From Strategy to Implementation: Seeking Alignment; (5597BC) Action Plans: The Architecture of Implementation; (5603BC) How to Stay on Course: Sensing and Responding to Deviations from Plan; (5610BC) The People Side of Implementation: Getting the Right People on Board; (5627BC) Strategy as Work-in-Progress: Keep Looking Ahead.   Add   View  28 pp.  From Strategy to Implementation: Seeking Alignment Publication Date: 06/16/2005 Product Type: HBS Press Chapter HBS Number: 5573BC Subjects: Alignment; Corporate culture; Implementation; Incentives; Leadership; Organizational structure; Strategic planning; Strategy formulation; Strategy implementation Academic Discipline: Competitive strategy Product Description: Unlike strategy creation, which is entrepreneurial and market oriented, implementation is operations oriented and requires continuous managerial attention at all levels. This chapter uses a six-prong approach to strategic implementation and provides the tools required for evaluating how well aligned your company is with its chosen strategy. May be used with: (5528BC) SWOT Analysis I: Looking Outside for Threats and Opportunities; (5535BC) SWOT Analysis II: Looking Inside for Strengths and Weaknesses; (5559BC) Types of Strategy: Which Fits Your Business?; (5566BC) Strategic Moves: The Mechanisms of Success; (5597BC) Action Plans: The Architecture of Implementation; (5603BC) How to Stay on Course: Sensing and Responding to Deviations from Plan; (5610BC) The People Side of Implementation: Getting the Right People on Board; (5627BC) Strategy as Work-in-Progress: Keep Looking Ahead.   Add   View  21 pp.  Action Plans: The Architecture of Implementation Publication Date: 06/16/2005 Product Type: HBS Press Chapter HBS Number: 5597BC Subjects: Action planning; Goal setting; Performance measurement; Strategic planning; Strategy implementation Academic Discipline: Competitive strategy Product Description: Successful implementation is accomplished by turning strategic plans into action plans that are executed at a unit level. Those action plans must address key strategic goals through practical steps, measure progress over time, ensure the necessary resources, and keep everything on track. This chapter segments the action-planning process into a number of key steps and provides an example of one company's formal action plan that you can adopt as a prototype for your own action planning. May be used with: (5528BC) SWOT Analysis I: Looking Outside for Threats and Opportunities; (5535BC) SWOT Analysis II: Looking Inside for Strengths and Weaknesses; (5559BC) Types of Strategy: Which Fits Your Business?; (5566BC) Strategic Moves: The Mechanisms of Success; (5573BC) From Strategy to Implementation: Seeking Alignment; (5603BC) How to Stay on Course: Sensing and Responding to Deviations from Plan; (5610BC) The People Side of Implementation: Getting the Right People on Board; (5627BC) Strategy as Work-in-Progress: Keep Looking Ahead.   Add   View  22 pp.  How to Stay on Course: Sensing and Responding to Deviations from Plan Publication Date: 06/16/2005 Product Type: HBS Press Chapter HBS Number: 5603BC Subjects: Action planning; Change management; Contingency planning; Management communication; Risk management; Strategy implementation Academic Discipline: Competitive strategy Product Description: No action plan can foresee the many obstacles and changing conditions that people will face over the weeks and months it takes to implement a strategy. Thus, mid-course adjustments and management intervention are inevitable and necessary. This chapter offers suggestions for keeping implementation on course. May be used with: (5528BC) SWOT Analysis I: Looking Outside for Threats and Opportunities; (5535BC) SWOT Analysis II: Looking Inside for Strengths and Weaknesses; (5559BC) Types of Strategy: Which Fits Your Business?; (5566BC) Strategic Moves: The Mechanisms of Success; (5573BC) From Strategy to Implementation: Seeking Alignment; (5597BC) Action Plans: The Architecture of Implementation; (5610BC) The People Side of Implementation: Getting the Right People on Board; (5627BC) Strategy as Work-in-Progress: Keep Looking Ahead.   Add   View  16 pp.  The People Side of Implementation: Getting the Right People on Board Publication Date: 06/10/2005 Product Type: HBS Press Chapter HBS Number: 5610BC Subjects: Change management; Employee morale; Implementation; Management communication; Management of professionals; Strategy implementation Academic Discipline: Competitive strategy Product Description: It is often assumed that strategy implementation is a mechanical process: Just develop a blueprint of action steps, tell employees to execute those steps, and check periodically for compliance and progress. The reality is that people are the most important part of implementation, and harnessing their energy and commitment to strategic change is often management's greatest challenge. This chapter addresses the people side of implementation and aims to steer you clear of problems. May be used with: (5528BC) SWOT Analysis I: Looking Outside for Threats and Opportunities; (5535BC) SWOT Analysis II: Looking Inside for Strengths and Weaknesses; (5559BC) Types of Strategy: Which Fits Your Business?; (5566BC) Strategic Moves: The Mechanisms of Success; (5573BC) From Strategy to Implementation: Seeking Alignment; (5597BC) Action Plans: The Architecture of Implementation; (5603BC) How to Stay on Course: Sensing and Responding to Deviations from Plan; (5627BC) Strategy as Work-in-Progress: Keep Looking Ahead.   Add   View  22 pp.  Strategy as Work-in-Progress: Keep Looking Ahead Publication Date: 06/16/2005 Product Type: HBS Press Chapter HBS Number: 5627BC Subjects: Balanced scorecard; Change management; Financial analysis; Implementation; Market analysis; Performance effectiveness; Strategy implementation Academic Discipline: Competitive strategy Product Description: If you create a winning strategy and implement it well, you might cruise along for years without problems — but eventually something in the external environment changes, rendering your current strategy ineffective or unprofitable. This chapter explains how managers can assess the effectiveness of their current strategies and recognize warning signs that they are losing the power to capture and satisfy customers. It empowers you to know when it is time to alter or replace your current strategy. May be used with: (5528BC) SWOT Analysis I: Looking Outside for Threats and Opportunities; (5535BC) SWOT Analysis II: Looking Inside for Strengths and Weaknesses; (5559BC) Types of Strategy: Which Fits Your Business?; (5566BC) Strategic Moves: The Mechanisms of Success; (5573BC) From Strategy to Implementation: Seeking Alignment; (5597BC) Action Plans: The Architecture of Implementation; (5603BC) How to Stay on Course: Sensing and Responding to Deviations from Plan; (5610BC) The People Side of Implementation: Getting the Right People on Board.    Hidden in Plain Sight: How to Find and Execute Your Company’s Next Big Growth Strategy   Add   View  27 pp.  Looking from the Outside In: The Dangers of Not Understanding Your Customers Author(s): Joachimsthaler, Erich Publication Date: 05/17/2007 Product Type: HBS Press Chapter HBS Number: 4825BC Subjects: Growth strategy; Market research; Marketing strategy; New product marketing; Product positioning; R&D; Strategy formulation Academic Discipline: Competitive strategy Product Description: Even the most successful companies sometimes cannot spot or recognize and pursue the abundant growth opportunities that exist in plain sight. This chapter describes a new model for innovation and growth, a demand-first model that provides companies with an unbiased, untainted view and an outside-in perspective of the demand opportunities before their own offerings are taken into consideration. This model allows companies to identify and develop innovations that fit into customers' lives and transform customer experiences.   Add   View  35 pp.  Capturing the Ecosystem of Demand: Placing Customer Advantage at the Center of Your Innovation Strategy Author(s): Joachimsthaler, Erich Publication Date: 05/17/2007 Product Type: HBS Press Chapter HBS Number: 4841BC Subjects: Growth strategy; Innovation; Market research; Marketing strategy; New product marketing; Product positioning; Strategy formulation Academic Discipline: Competitive strategy Product Description: When an organization's understanding of the ecosystem of customer demand drives innovation and the business agenda, and when an organization's processes have been properly aligned, the chances are significantly high for sustainable, replicable, predictable growth. This chapter presents the demand-first innovation and growth model (DIG) — a systematic and repeatable process that helps companies embed the pursuit of customer advantage deep within the organization.   Add   View  29 pp.  Creating the Demand Landscape: How Frito-Lay Positioned an Existing Brand to Intersect with Consumers’ Daily Life—A New Approach to Measuring Consumer Behavior Author(s): Joachimsthaler, Erich Publication Date: 05/17/2007 Product Type: HBS Press Chapter HBS Number: 4840BC Subjects: Consumer behavior; Demand analysis; Growth strategy; Market research; Marketing strategy; Product positioning; Strategy formulation Academic Discipline: Competitive strategy Product Description: Rather than segmenting customers according to age, lifestyle, and regional and social characteristics, creating a demand landscape maps the intersection of behavior (activities, projects, tasks, and to-dos driven by goals, needs, urges, sensations, and desires in the social-cultural context) with the capacity of an innovation to fit in and embed itself in the way in which people operate every day. This chapter provides a step-by-step guide to creating a demand landscape for your company.   Add   View  29 pp.  Reframing the Opportunity Space: How Allianz Identified New Opportunity Spaces—Studying the Demand Landscape for Hidden Growth Opportunities Author(s): Joachimsthaler, Erich Publication Date: 05/17/2007 Product Type: HBS Press Chapter HBS Number: 4838BC Subjects: Consumer behavior; Demand analysis; Growth strategy; Market research; Marketing strategy; New product marketing; Strategy formulation Academic Discipline: Competitive strategy Product Description: A demand landscape provides a powerful point of departure to explore opportunities by using, figuratively speaking, a varied set of binoculars and photographic lenses. To ensure continued growth, your company must continually reframe its opportunity space and enlarge the areas where you can seek opportunities in order to stay relevant to customers' lives. This chapter uses the case of Allianz to illustrate the benefits of adopting breakthrough innovation and growth lenses that will help you detect hidden opportunities.   Add   View  18 pp.  Structuring the Opportunity Space: How GE Healthcare Found Imagination Breakthroughs Through Defining a New Growth Platform Author(s): Joachimsthaler, Erich Publication Date: 05/17/2007 Product Type: HBS Press Chapter HBS Number: 4839BC Subjects: Demand analysis; Growth strategy; Innovation; Market research; Marketing strategy; New product marketing; Strategy formulation Academic Discipline: Competitive strategy Product Description: By themselves, new opportunities for innovation and growth do not create value — they must be executed. By themselves, they do not lead to productive change and sustainable customer advantage — they must be executed. The demand-first innovation and growth model not only helps you identify opportunities for innovation, but enables you to restructure and recalibrate the opportunity space (by identifying demand-first growth platforms), and formulate a strategic blueprint for action.   Add   View  27 pp.  Formulating a Strategic Blueprint for Action: How State Street Reinvented Its Business and How the Axe Brand Redefined an Entire Category Author(s): Joachimsthaler, Erich Publication Date: 05/17/2007 Product Type: HBS Press Chapter HBS Number: 4837BC Subjects: Growth strategy; Market research; Marketing strategy; New product marketing; Product positioning; R&D; Strategy formulation Academic Discipline: Competitive strategy Product Description: Companies that do not explicitly define, structure, analyze, and prioritize their opportunity spaces often chase romantic dreams about big ideas and breakthrough products or services, but fail to realize those dreams. This chapter describes how State Street and Axe brand created strategies that guided the activation of new growth platforms from the highest strategic level all the way to activation in customers' everyday lives.   Add   View  22 pp.  Creating Customer Advantage Author(s): Joachimsthaler, Erich Publication Date: 05/17/2007 Product Type: HBS Press Chapter HBS Number: 4836BC Subjects: Brands; Demand analysis; Growth strategy; Market research; Marketing strategy; Product positioning; Strategy formulation Academic Discipline: Competitive strategy Product Description: Brands are the principal means of connecting the strategy for innovation of growth of the firm with the ecosystem of consumer demand. The trick is harnessing the power of brands without allowing their power to limit a company's perspective. This chapter looks at the case of BMW to explore how companies can use the power of the brand to connect with customers, and to engage them and build a profitable business on the back of a strong portfolio and a precise understanding of demand and opportunities for the future.   Add   View  30 pp.  Connecting with and Engaging Customers: Strategies for Realizing Customer Advantage Author(s): Joachimsthaler, Erich Publication Date: 05/17/2007 Product Type: HBS Press Chapter HBS Number: 4835BC Subjects: Consumer behavior; Demand analysis; Growth strategy; Market research; Marketing strategy; Product positioning; R&D; Strategy formulation Academic Discipline: Competitive strategy Product Description: A company cannot create customer advantage until it first connects with and engages consumers. Understanding the relationships consumers have with your organization will better enable you to grow in new markets, reinvent your business model, expand into adjacent markets, and build new demand-first growth platforms.   Add   View  31 pp.  Internalizing the Innovation and Growth Agenda: Realizing Lasting Customer Advantage Author(s): Joachimsthaler, Erich Publication Date: 05/17/2007 Product Type: HBS Press Chapter HBS Number: 4834BC Subjects: Consumer behavior; Growth strategy; Market research; Marketing strategy; New product marketing; Product positioning; Strategy formulation Academic Discipline: Competitive strategy Product Description: Enjoying the success that a well-placed offering can produce, a company can easily allow its new success to inadvertently foster blind spots that hide future strongholds of consumer advantage. What's needed is a way for companies to embed a powerful new demand-first perspective toward profitable growth and innovation. This chapter describes the challenges GE Healthcare and Deutsche Telekom faced as they tried to do just that.    Information Rules: A Strategic Guide to the Network Economy   Add   View  21 pp.  The Information Economy: What Every Manager Should Know Author(s): Shapiro, Carl; Varian, Hal R. Publication Date: 10/06/1998 Product Type: HBS Press Chapter HBS Number: 2571BC Subjects: Competitive advantage; Economic analysis; Information economy; Information technology; Intellectual property; Marketing strategy; Pricing strategy; Technological infrastructure Academic Discipline: Competitive strategy Product Description: Technologies change — economic principles do not. This chapter overviews such concepts as the production costs of information goods, the nature of intellectual property, systems competition, switching costs, positive feedback loops, network effects, and standards setting in terms of the strategies that will prevail in our hyper-connected economy. May be used with: (2574BC) Versioning Information: How to Segment Information Markets; (2575BC) Rights Management: How to Maximize the Value of Intellectual Property; (2576BC) Recognizing Lock-In: How to Leverage Switching Costs; (2577BC) Managing Lock-In: How to Control Switching Costs; (2578BC) Networks and Positive Feedback: How to Exploit Network Effects; (2579BC) Cooperation and Compatibility: How to Approach Standards Setting; (2581BC) Information Policy: How to Factor in a Government's Role and Goals; (2596BC) Pricing Information: How to Customize Both the Product and Its Price; (2597BC) Waging a Standards War: How to Win and Defend One's Position.   Add   View  38 pp.  Pricing Information: How to Customize Both the Product and Its Price Author(s): Shapiro, Carl; Varian, Hal R. Publication Date: 10/06/1998 Product Type: HBS Press Chapter HBS Number: 2596BC Subjects: Competitive advantage; Economic analysis; Information economy; Information technology; Market structure; Pricing; Pricing strategy; Value of information Academic Discipline: Competitive strategy Product Description: This chapter examines the market structure of information goods and its implications for competitive pricing strategy. It focuses on several approaches to overcoming commoditization: personalizing products and prices, and establishing group rates. May be used with: (2571BC) The Information Economy: What Every Manager Should Know; (2574BC) Versioning Information: How to Segment Information Markets; (2575BC) Rights Management: How to Maximize the Value of Intellectual Property; (2576BC) Recognizing Lock-In: How to Leverage Switching Costs; (2577BC) Managing Lock-In: How to Control Switching Costs; (2578BC) Networks and Positive Feedback: How to Exploit Network Effects; (2579BC) Cooperation and Compatibility: How to Approach Standards Setting; (2581BC) Information Policy: How to Factor in a Government's Role and Goals; (2597BC) Waging a Standards War: How to Win and Defend One's Position.   Add   View  33 pp.  Versioning Information: How to Segment Information Markets Author(s): Shapiro, Carl; Varian, Hal R. Publication Date: 10/06/1998 Product Type: HBS Press Chapter HBS Number: 2574BC Subjects: Competitive advantage; Economic analysis; Information economy; Information technology; Pricing strategy; Product design; Product lines; Value of information Academic Discipline: Competitive strategy Product Description: This chapter explores strategies for versioning information — such as providing limited or exclusive access, greater flexibility of use, low-end and premium options, on-line and off-line options, product bundles, and Goldilocks, as well as promotional pricing — essentially creating a portfolio of offerings that maximize the profitability of that information. May be used with: (2571BC) The Information Economy: What Every Manager Should Know; (2575BC) Rights Management: How to Maximize the Value of Intellectual Property; (2576BC) Recognizing Lock-In: How to Leverage Switching Costs; (2577BC) Managing Lock-In: How to Control Switching Costs; (2578BC) Networks and Positive Feedback: How to Exploit Network Effects; (2579BC) Cooperation and Compatibility: How to Approach Standards Setting; (2581BC) Information Policy: How to Factor in a Government's Role and Goals; (2597BC) Waging a Standards War: How to Win and Defend One's Position; (2596BC) Pricing Information: How to Customize Both the Product and Its Price.   Add   View  25 pp.  Rights Management: How to Maximize the Value of Intellectual Property Author(s): Shapiro, Carl; Varian, Hal R. Publication Date: 10/06/1998 Product Type: HBS Press Chapter HBS Number: 2575BC Industry Setting: Internet & online services industries Subjects: Distribution; Information economy; Information management; Information technology; Intellectual property; Internet; Production Academic Discipline: Competitive strategy Product Description: This chapter looks at strategies for leveraging the lower reproduction and distribution costs of digital goods, including setting effective terms and conditions of usage, so as to minimize illegal copying, file sharing, and other such hazards. May be used with: (2571BC) The Information Economy: What Every Manager Should Know; (2574BC) Versioning Information: How to Segment Information Markets; (2576BC) Recognizing Lock-In: How to Leverage Switching Costs; (2577BC) Managing Lock-In: How to Control Switching Costs; (2578BC) Networks and Positive Feedback: How to Exploit Network Effects; (2579BC) Cooperation and Compatibility: How to Approach Standards Setting; (2581BC) Information Policy: How to Factor in a Government's Role and Goals; (2597BC) Waging a Standards War: How to Win and Defend One's Position; (2596BC) Pricing Information: How to Customize Both the Product and Its Price.   Add   View  35 pp.  Recognizing Lock-In: How to Leverage Switching Costs Author(s): Shapiro, Carl; Varian, Hal R. Publication Date: 10/06/1998 Product Type: HBS Press Chapter HBS Number: 2576BC Subjects: Cost analysis; Customer retention; Information economy; Information technology; Product introduction; Product management; Technological innovation Academic Discipline: Competitive strategy Product Description: This chapter explains how to value an installed base of customers and describes the common types of consumer and supplier lock-in and their associated switching costs. It examines the effectiveness of such lock-in strategies as contractual agreements, brand-specific training, and customer loyalty programs. May be used with: (2571BC) The Information Economy: What Every Manager Should Know; (2574BC) Versioning Information: How to Segment Information Markets; (2575BC) Rights Management: How to Maximize the Value of Intellectual Property; (2577BC) Managing Lock-In: How to Control Switching Costs; (2578BC) Networks and Positive Feedback: How to Exploit Network Effects; (2579BC) Cooperation and Compatibility: How to Approach Standards Setting; (2581BC) Information Policy: How to Factor in a Government's Role and Goals; (2597BC) Waging a Standards War: How to Win and Defend One's Position; (2596BC) Pricing Information: How to Customize Both the Product and Its Price.   Add   View  42 pp.  Managing Lock-In: How to Control Switching Costs Author(s): Shapiro, Carl; Varian, Hal R. Publication Date: 10/06/1998 Product Type: HBS Press Chapter HBS Number: 2577BC Subjects: Customer retention; Customer satisfaction; Information economy; Information technology; Pricing; Product introduction; Product management; Technological innovation Academic Discipline: Competitive strategy Product Description: This chapter explores strategies for both buyers and sellers in terms of the lock-in cycle and the life cycle of a technology — where the costs of switching to newer technology can often lock a company into its current system or brand — and discusses when to leverage influential customers, sell complementary products and services, and exploit first mover advantage. May be used with: (2571BC) The Information Economy: What Every Manager Should Know; (2574BC) Versioning Information: How to Segment Information Markets; (2575BC) Rights Management: How to Maximize the Value of Intellectual Property; (2576BC) Recognizing Lock-In: How to Leverage Switching Costs; (2578BC) Networks and Positive Feedback: How to Exploit Network Effects; (2579BC) Cooperation and Compatibility: How to Approach Standards Setting; (2581BC) Information Policy: How to Factor in a Government's Role and Goals; (2597BC) Waging a Standards War: How to Win and Defend One's Position; (2596BC) Pricing Information: How to Customize Both the Product and Its Price.   Add   View  56 pp.  Networks and Positive Feedback: How to Exploit Network Effects Author(s): Shapiro, Carl; Varian, Hal R. Publication Date: 10/06/1998 Product Type: HBS Press Chapter HBS Number: 2578BC Industry Setting: High technology; Telecommunications & network Subjects: Competition; Computer networks; Information economy; Information technology; Internet; Network effects; Technological change; Technological infrastructure Academic Discipline: Competitive strategy Product Description: This chapter contrasts economies of scale and economies of networking and identifies four generic strategies for leveraging these networks effectively. It explores how such factors as performance versus compatibility and openness versus control can work to ignite positive feedback. May be used with: (2571BC) The Information Economy: What Every Manager Should Know; (2574BC) Versioning Information: How to Segment Information Markets; (2575BC) Rights Management: How to Maximize the Value of Intellectual Property; (2576BC) Recognizing Lock-In: How to Leverage Switching Costs; (2577BC) Managing Lock-In: How to Control Switching Costs; (2579BC) Cooperation and Compatibility: How to Approach Standards Setting; (2581BC) Information Policy: How to Factor in a Government's Role and Goals; (2597BC) Waging a Standards War: How to Win and Defend One's Position; (2596BC) Pricing Information: How to Customize Both the Product and Its Price.   Add   View  38 pp.  Cooperation and Compatibility: How to Approach Standards Setting Author(s): Shapiro, Carl; Varian, Hal R. Publication Date: 10/06/1998 Product Type: HBS Press Chapter HBS Number: 2579BC Industry Setting: High technology Subjects: Alliances; Collaboration; Competition; Information economy; Information technology; Product development; Technological innovation Academic Discipline: Competitive strategy Product Description: This chapter explains how standards change the nature of competition and affect the positions of complementors, incumbents, and innovators. It explores tactics in the formal standard setting process, including building alliances and advocating open standards. May be used with: (2571BC) The Information Economy: What Every Manager Should Know; (2574BC) Versioning Information: How to Segment Information Markets; (2575BC) Rights Management: How to Maximize the Value of Intellectual Property; (2576BC) Recognizing Lock-In: How to Leverage Switching Costs; (2577BC) Managing Lock-In: How to Control Switching Costs; (2578BC) Networks and Positive Feedback: How to Exploit Network Effects; (2581BC) Information Policy: How to Factor in a Government's Role and Goals; (2597BC) Waging a Standards War: How to Win and Defend One's Position; (2596BC) Pricing Information: How to Customize Both the Product and Its Price.   Add   View  40 pp.  Waging a Standards War: How to Win and Defend One’s Position Author(s): Shapiro, Carl; Varian, Hal R. Publication Date: 10/06/1998 Product Type: HBS Press Chapter HBS Number: 2597BC Industry Setting: High technology Subjects: Competition; Competitive advantage; Information economy; Information technology; Marketing strategy; Strategic planning; Technological innovation Academic Discipline: Competitive strategy Product Description: This chapter describes the types of standards wars and identifies the key strategic assets in network markets. It lays out two basic tactics — controlled migration and performance play — and strategies for defending one's win and coming from behind. May be used with: (2571BC) The Information Economy: What Every Manager Should Know; (2574BC) Versioning Information: How to Segment Information Markets; (2575BC) Rights Management: How to Maximize the Value of Intellectual Property; (2576BC) Recognizing Lock-In: How to Leverage Switching Costs; (2577BC) Managing Lock-In: How to Control Switching Costs; (2578BC) Networks and Positive Feedback: How to Exploit Network Effects; (2579BC) Cooperation and Compatibility: How to Approach Standards Setting; (2581BC) Information Policy: How to Factor in a Government's Role and Goals; (2596BC) Pricing Information: How to Customize Both the Product and Its Price.   Add   View  28 pp.  Information Policy: How to Factor in a Government’s Role and Goals Author(s): Shapiro, Carl; Varian, Hal R. Publication Date: 10/06/1998 Product Type: HBS Press Chapter HBS Number: 2581BC Industry Setting: High technology Subjects: Competition; Computer networks; Government & business; Information economy; Information technology; Pricing; Strategy; Technological innovation Academic Discipline: Competitive strategy Product Description: By and large, the information sector continues to operate under long-standing rules of engagement designed for an entire economy. This chapter lays out the principles of competition policy and government intervention, identifies areas where the old rules have proven inadequate, and suggests changes that would ensure that governments support, rather than impede, the growth of the information economy. May be used with: (2571BC) The Information Economy: What Every Manager Should Know; (2574BC) Versioning Information: How to Segment Information Markets; (2575BC) Rights Management: How to Maximize the Value of Intellectual Property; (2576BC) Recognizing Lock-In: How to Leverage Switching Costs; (2577BC) Managing Lock-In: How to Control Switching Costs; (2578BC) Networks and Positive Feedback: How to Exploit Network Effects; (2579BC) Cooperation and Compatibility: How to Approach Standards Setting; (2597BC) Waging a Standards War: How to Win and Defend One's Position; (2596BC) Pricing Information: How to Customize Both the Product and Its Price. Keyword    Title, Author, Case #, Etc.

Innovation to the Core: A Blueprint for Transforming the Way Your Company Innovates   Add   View  19 pp.  Making Innovation Sustainable Author(s): Skarzynski, Peter; Gibson, Rowan Publication Date: 03/18/2008 Product Type: HBS Press Chapter HBS Number: 5095BC Subjects: Business models; Core competencies; Corporate vision; Creativity; Innovation; Organizational architecture; Performance measurement Academic Discipline: Competitive strategy Product Description: For innovation to really work, it has to become a way of life for the organization. This chapter reveals what it takes to drive innovation to the core by making deep, fundamental changes to management processes and patterns of behavior. May be used with: (5116BC) The New Innovation Challenge; (5114BC) Creating the Preconditions for Innovation; (5127BC) Building a Foundation of Novel Strategic Insights: Making Innovation a Systematic Capability; (5113BC) Producing a Torrent of New Opportunities: Enlarging and Enhancing the Innovation Pipeline; (5112BC) Innovating Across the Business Model; (5111BC) Asking the Right Questions at the Right Time: Evaluating New Growth Opportunities; (5110BC) Constructing an Innovation Architecture; (5109BC) Managing and Multiplying Resources: Maximizing the Return on Innovation; (5126BC) Pacing and Derisking Innovation Investments; (5107BC) Dynamically Balancing Supply and Demand: Driving Innovation to the Core; (5106BC) Building a Systemic Innovation Capability.   Add   View  30 pp.  Building a Systemic Innovation Capability Author(s): Skarzynski, Peter; Gibson, Rowan Publication Date: 03/18/2008 Product Type: HBS Press Chapter HBS Number: 5106BC Subjects: Business models; Core competencies; Corporate vision; Creativity; Innovation; Organizational architecture; Performance measurement Academic Discipline: Competitive strategy Product Description: This chapter outlines a framework for developing, deploying, and sustaining a systemic innovation capability in the context of your own business. May be used with: (5116BC) The New Innovation Challenge; (5114BC) Creating the Preconditions for Innovation; (5127BC) Building a Foundation of Novel Strategic Insights: Making Innovation a Systematic Capability; (5113BC) Producing a Torrent of New Opportunities: Enlarging and Enhancing the Innovation Pipeline; (5112BC) Innovating Across the Business Model; (5111BC) Asking the Right Questions at the Right Time: Evaluating New Growth Opportunities; (5110BC) Constructing an Innovation Architecture; (5109BC) Managing and Multiplying Resources: Maximizing the Return on Innovation; (5126BC) Pacing and Derisking Innovation Investments; (5107BC) Dynamically Balancing Supply and Demand: Driving Innovation to the Core; (5095BC) Making Innovation Sustainable.   Add   View  31 pp.  Dynamically Balancing Supply and Demand: Driving Innovation to the Core Author(s): Skarzynski, Peter; Gibson, Rowan Publication Date: 03/18/2008 Product Type: HBS Press Chapter HBS Number: 5107BC Subjects: Business models; Core competencies; Corporate vision; Creativity; Innovation; Organizational architecture; Performance measurement Academic Discipline: Competitive strategy Product Description: To build and sustain a robust innovation capability, your company needs to carefully manage both the supply and demand side of innovation. This chapter describes specific principles and techniques for dynamically managing this important equation. May be used with: (5116BC) The New Innovation Challenge; (5114BC) Creating the Preconditions for Innovation; (5127BC) Building a Foundation of Novel Strategic Insights: Making Innovation a Systematic Capability; (5113BC) Producing a Torrent of New Opportunities: Enlarging and Enhancing the Innovation Pipeline; (5112BC) Innovating Across the Business Model; (5111BC) Asking the Right Questions at the Right Time: Evaluating New Growth Opportunities; (5110BC) Constructing an Innovation Architecture; (5109BC) Managing and Multiplying Resources: Maximizing the Return on Innovation; (5126BC) Pacing and Derisking Innovation Investments; (5106BC) Building a Systemic Innovation Capability; (5095BC) Making Innovation Sustainable.   Add   View  21 pp.  Managing and Multiplying Resources: Maximizing the Return on Innovation Author(s): Skarzynski, Peter; Gibson, Rowan Publication Date: 03/18/2008 Product Type: HBS Press Chapter HBS Number: 5109BC Subjects: Business models; Core competencies; Corporate vision; Creativity; Innovation; Organizational architecture; Performance measurement Academic Discipline: Competitive strategy Product Description: Within most organizations, there are formidable barriers that prevent would-be innovators from getting access to the talent and capital they need to execute their ideas. This chapter looks at examples of companies that have successfully overcome barriers to funding radical innovation by instituting processes that help them effectively manage and multiply available resources. May be used with: (5116BC) The New Innovation Challenge; (5114BC) Creating the Preconditions for Innovation; (5127BC) Building a Foundation of Novel Strategic Insights: Making Innovation a Systematic Capability; (5113BC) Producing a Torrent of New Opportunities: Enlarging and Enhancing the Innovation Pipeline; (5112BC) Innovating Across the Business Model; (5111BC) Asking the Right Questions at the Right Time: Evaluating New Growth Opportunities; (5110BC) Constructing an Innovation Architecture; (5126BC) Pacing and Derisking Innovation Investments; (5107BC) Dynamically Balancing Supply and Demand: Driving Innovation to the Core; (5106BC) Building a Systemic Innovation Capability; (5095BC) Making Innovation Sustainable.   Add   View  26 pp.  Constructing an Innovation Architecture Author(s): Skarzynski, Peter; Gibson, Rowan Publication Date: 03/18/2008 Product Type: HBS Press Chapter HBS Number: 5110BC Subjects: Business models; Core competencies; Corporate vision; Creativity; Innovation; Organizational architecture; Performance measurement Academic Discipline: Competitive strategy Product Description: While you need a lot of ideas and experiments to increase your chances of success, you also want your company's innovation efforts to accumulate over time so that you can build a defensible and differentiated competitive position in the marketplace. This chapter explains how your company can effectively build and deploy an innovation architecture to create a powerful strategy for revolutionizing your industry. May be used with: (5116BC) The New Innovation Challenge; (5114BC) Creating the Preconditions for Innovation; (5127BC) Building a Foundation of Novel Strategic Insights: Making Innovation a Systematic Capability; (5113BC) Producing a Torrent of New Opportunities: Enlarging and Enhancing the Innovation Pipeline; (5112BC) Innovating Across the Business Model; (5111BC) Asking the Right Questions at the Right Time: Evaluating New Growth Opportunities; (5109BC) Managing and Multiplying Resources: Maximizing the Return on Innovation; (5126BC) Pacing and Derisking Innovation Investments; (5107BC) Dynamically Balancing Supply and Demand: Driving Innovation to the Core; (5106BC) Building a Systemic Innovation Capability; (5095BC) Making Innovation Sustainable.   Add   View  13 pp.  Asking the Right Questions at the Right Time: Evaluating New Growth Opportunities Author(s): Skarzynski, Peter; Gibson, Rowan Publication Date: 03/18/2008 Product Type: HBS Press Chapter HBS Number: 5111BC Subjects: Business models; Core competencies; Corporate vision; Creativity; Innovation; Organizational architecture; Performance measurement Academic Discipline: Competitive strategy Product Description: What criteria should your company be using to evaluate new opportunities, and how do you know whether you are asking the right questions at the right stage of the idea development process? This chapter provides some guidelines for answering these important questions. May be used with: (5116BC) The New Innovation Challenge; (5114BC) Creating the Preconditions for Innovation; (5127BC) Building a Foundation of Novel Strategic Insights: Making Innovation a Systematic Capability; (5113BC) Producing a Torrent of New Opportunities: Enlarging and Enhancing the Innovation Pipeline; (5112BC) Innovating Across the Business Model; (5110BC) Constructing an Innovation Architecture; (5109BC) Managing and Multiplying Resources: Maximizing the Return on Innovation; (5126BC) Pacing and Derisking Innovation Investments; (5107BC) Dynamically Balancing Supply and Demand: Driving Innovation to the Core; (5106BC) Building a Systemic Innovation Capability; (5095BC) Making Innovation Sustainable.   Add   View  17 pp.  Innovating Across the Business Model Author(s): Skarzynski, Peter; Gibson, Rowan Publication Date: 03/18/2008 Product Type: HBS Press Chapter HBS Number: 5112BC Subjects: Business models; Core competencies; Corporate vision; Creativity; Innovation; Organizational architecture; Performance measurement Academic Discipline: Competitive strategy Product Description: Some of the most successful innovations of our time have been business model innovations that break from company or industry norms in meaningful and sometimes radical ways. This chapter shows you how to take your company's business model apart and consider each component as an opportunity for game-changing innovation. May be used with: (5116BC) The New Innovation Challenge; (5114BC) Creating the Preconditions for Innovation; (5127BC) Building a Foundation of Novel Strategic Insights: Making Innovation a Systematic Capability; (5113BC) Producing a Torrent of New Opportunities: Enlarging and Enhancing the Innovation Pipeline; (5111BC) Asking the Right Questions at the Right Time: Evaluating New Growth Opportunities; (5110BC) Constructing an Innovation Architecture; (5109BC) Managing and Multiplying Resources: Maximizing the Return on Innovation; (5126BC) Pacing and Derisking Innovation Investments; (5107BC) Dynamically Balancing Supply and Demand: Driving Innovation to the Core; (5106BC) Building a Systemic Innovation Capability; (5095BC) Making Innovation Sustainable; (5112BC) Innovating Across the Business Model.   Add   View  27 pp.  Producing a Torrent of New Opportunities: Enlarging and Enhancing the Innovation Pipeline Author(s): Skarzynski, Peter; Gibson, Rowan Publication Date: 03/18/2008 Product Type: HBS Press Chapter HBS Number: 5113BC Subjects: Business models; Core competencies; Corporate vision; Creativity; Innovation; Organizational architecture; Performance measurement Academic Discipline: Competitive strategy Product Description: This chapter outlines five design rules for enlarging and enhancing your innovation pipeline so that it becomes capable of pumping out a continual flow of wealth--creating new products, services, strategies, and businesses. May be used with: (5116BC) The New Innovation Challenge; (5114BC) Creating the Preconditions for Innovation; (5127BC) Building a Foundation of Novel Strategic Insights: Making Innovation a Systematic Capability; (5112BC) Innovating Across the Business Model; (5111BC) Asking the Right Questions at the Right Time: Evaluating New Growth Opportunities; (5110BC) Constructing an Innovation Architecture; (5109BC) Managing and Multiplying Resources: Maximizing the Return on Innovation; (5126BC) Pacing and Derisking Innovation Investments; (5107BC) Dynamically Balancing Supply and Demand: Driving Innovation to the Core; (5106BC) Building a Systemic Innovation Capability; (5095BC) Making Innovation Sustainable.   Add   View  28 pp.  Creating the Preconditions for Innovation Author(s): Skarzynski, Peter; Gibson, Rowan Publication Date: 03/18/2008 Product Type: HBS Press Chapter HBS Number: 5114BC Subjects: Business models; Core competencies; Corporate vision; Creativity; Innovation; Organizational architecture; Performance measurement Academic Discipline: Competitive strategy Product Description: Where does innovation actually come from? In this chapter, the authors begin to demystify the innovation process by identifying three critical preconditions for making breakthroughs happen. Questions to help you assess your organization's innovation capabilities are also provided. May be used with: (5116BC) The New Innovation Challenge; (5127BC) Building a Foundation of Novel Strategic Insights: Making Innovation a Systematic Capability; (5113BC) Producing a Torrent of New Opportunities: Enlarging and Enhancing the Innovation Pipeline; (5112BC) Innovating Across the Business Model; (5111BC) Asking the Right Questions at the Right Time: Evaluating New Growth Opportunities; (5110BC) Constructing an Innovation Architecture; (5109BC) Managing and Multiplying Resources: Maximizing the Return on Innovation; (5126BC) Pacing and Derisking Innovation Investments; (5107BC) Dynamically Balancing Supply and Demand: Driving Innovation to the Core; (5106BC) Building a Systemic Innovation Capability; (5095BC) Making Innovation Sustainable.   Add   View  20 pp.  The New Innovation Challenge Author(s): Skarzynski, Peter; Gibson, Rowan Publication Date: 03/18/2008 Product Type: HBS Press Chapter HBS Number: 5116BC Subjects: Business models; Core competencies; Corporate vision; Creativity; Innovation; Organizational architecture; Performance measurement Academic Discipline: Competitive strategy Product Description: In today's innovation-based economy, where organic growth and strategic renewal are the new business mantras, either companies learn to build a systematic capability for innovation or they risk becoming obsolete. This chapter profiles innovation leaders to help you begin thinking about boosting your company's innovation performance in a dramatic and enduring way. May be used with: (5114BC) Creating the Preconditions for Innovation; (5127BC) Building a Foundation of Novel Strategic Insights: Making Innovation a Systematic Capability; (5113BC) Producing a Torrent of New Opportunities: Enlarging and Enhancing the Innovation Pipeline; (5111BC) Asking the Right Questions at the Right Time: Evaluating New Growth Opportunities; (5110BC) Constructing an Innovation Architecture; (5109BC) Managing and Multiplying Resources: Maximizing the Return on Innovation; (5126BC) Pacing and Derisking Innovation Investments; (5107BC) Dynamically Balancing Supply and Demand: Driving Innovation to the Core; (5106BC) Building a Systemic Innovation Capability; (5095BC) Making Innovation Sustainable; (5112BC) Innovating Across the Business Model.   Add   View  22 pp.  Pacing and Derisking Innovation Investments Author(s): Skarzynski, Peter; Gibson, Rowan Publication Date: 03/18/2008 Product Type: HBS Press Chapter HBS Number: 5126BC Subjects: Business models; Core competencies; Corporate vision; Creativity; Innovation; Organizational architecture; Performance measurement Academic Discipline: Competitive strategy Product Description: This chapter shows you how to distinguish between different kinds of growth opportunities in terms of time frame and risk profile and provides some practical guidelines for pacing and derisking your commitments. May be used with: (5116BC) The New Innovation Challenge; (5114BC) Creating the Preconditions for Innovation; (5127BC) Building a Foundation of Novel Strategic Insights: Making Innovation a Systematic Capability; (5113BC) Producing a Torrent of New Opportunities: Enlarging and Enhancing the Innovation Pipeline; (5112BC) Innovating Across the Business Model; (5111BC) Asking the Right Questions at the Right Time: Evaluating New Growth Opportunities; (5110BC) Constructing an Innovation Architecture; (5109BC) Managing and Multiplying Resources: Maximizing the Return on Innovation; (5107BC) Dynamically Balancing Supply and Demand: Driving Innovation to the Core; (5106BC) Building a Systemic Innovation Capability; (5095BC) Making Innovation Sustainable.   Add   View  40 pp.  Building a Foundation of Novel Strategic Insights: Making Innovation a Systematic Capability Author(s): Skarzynski, Peter; Gibson, Rowan Publication Date: 03/18/2008 Product Type: HBS Press Chapter HBS Number: 5127BC Subjects: Business models; Core competencies; Corporate vision; Creativity; Innovation; Organizational architecture; Performance measurement Academic Discipline: Competitive strategy Product Description: How do radical innovators come up with breakthrough ideas? In this chapter, the authors discuss four essential perspectives, or discovery lenses, and describe how innovators have used them to uncover powerful new insights and opportunities. Hands-on tools and techniques for using each lens, and specific criteria for evaluating the quality of prospective insights are included. May be used with: (5116BC) The New Innovation Challenge; (5114BC) Creating the Preconditions for Innovation; (5113BC) Producing a Torrent of New Opportunities: Enlarging and Enhancing the Innovation Pipeline; (5112BC) Innovating Across the Business Model; (5111BC) Asking the Right Questions at the Right Time: Evaluating New Growth Opportunities; (5110BC) Constructing an Innovation Architecture; (5109BC) Managing and Multiplying Resources: Maximizing the Return on Innovation; (5126BC) Pacing and Derisking Innovation Investments; (5107BC) Dynamically Balancing Supply and Demand: Driving Innovation to the Core; (5106BC) Building a Systemic Innovation Capability; (5095BC) Making Innovation Sustainable.    Innovator’s Guide to Growth: Putting Disruptive Innovation to Work   Add   View  22 pp.  Introduction: Your Guide to Growth Author(s): Anthony, Scott D.; Johnson, Mark W.; Sinfield, Joseph V.; Altman, Elizabeth J. Publication Date: 07/01/2008 Product Type: HBS Press Chapter HBS Number: 4546BC Subjects: Disruptive innovations; Growth strategy; Innovation Academic Discipline: Competitive strategy Product Description: There is a general sense that a fog enshrouds the world of innovation, obscuring high-potential opportunities and making success a random and fleeting phenomenon. In contrast to conventional wisdom, this chapter contends that following the rights steps and putting in place the right structures can allow managers and entrepreneurs to improve significantly the odds of creating profitable growth businesses. May be used with: (4547BC) Precursors to Innovation: Uncovering New Routes for Growth; (4548BC) Identifying Nonconsumers: Uncovering New Routes for Growth; (4549BC) Identifying Overshot Customers: Uncovering New Routes for Growth; (4550BC) Identifying Jobs to Be Done: Uncovering New Routes for Growth; (4551BC) Developing Disruptive Ideas; (4552BC) Assessing a Strategy's Fit with a Pattern: Pattern-Based Analysis of Disruptive Ideas; (4553BC) Mastering Emergent Strategies: Taking Uncertain Ideas Forward; (4554BC) Assembling and Managing Project Teams: Realizing Disruptive Potential; (4555BC) Organizing to Innovate: Building Your Innovation Capability; (4556BC) Innovation Metrics; (4557BC) Principles and Patterns of Disruptive Innovation; (4558BC) Frequently Asked Questions: The Innovator's Guide to Growth.   Add   View  26 pp.  Precursors to Innovation: Uncovering New Routes for Growth Author(s): Anthony, Scott D.; Johnson, Mark W.; Sinfield, Joseph V.; Altman, Elizabeth J. Publication Date: 07/01/2008 Product Type: HBS Press Chapter HBS Number: 4547BC Subjects: Disruptive innovations; Growth strategy; Innovation Academic Discipline: Competitive strategy Product Description: Before turning to individual innovation initiatives or innovation-specific structures, companies need to make sure they have the appropriate precursors for innovation. This chapter describes three critical precursors: a core business that is in control, a game plan for growth, and mastery of the resource allocation process. May be used with: (4546BC) Introduction: Your Guide to Growth; (4548BC) Identifying Nonconsumers: Uncovering New Routes for Growth; (4549BC) Identifying Overshot Customers: Uncovering New Routes for Growth; (4550BC) Identifying Jobs to Be Done: Uncovering New Routes for Growth; (4551BC) Developing Disruptive Ideas; (4552BC) Assessing a Strategy's Fit with a Pattern: Pattern-Based Analysis of Disruptive Ideas; (4553BC) Mastering Emergent Strategies: Taking Uncertain Ideas Forward; (4554BC) Assembling and Managing Project Teams: Realizing Disruptive Potential; (4555BC) Organizing to Innovate: Building Your Innovation Capability; (4556BC) Innovation Metrics; (4557BC) Principles and Patterns of Disruptive Innovation; (4558BC) Frequently Asked Questions: The Innovator's Guide to Growth.   Add   View  23 pp.  Identifying Nonconsumers: Uncovering New Routes for Growth Author(s): Anthony, Scott D.; Johnson, Mark W.; Sinfield, Joseph V.; Altman, Elizabeth J. Publication Date: 07/01/2008 Product Type: HBS Press Chapter HBS Number: 4548BC Subjects: Disruptive innovations; Growth strategy; Innovation Academic Discipline: Competitive strategy Product Description: Finding ways to connect with nonconsumers is one of the best methods for internal innovators to position disruption as an opportunity instead of a threat. This chapter describes how to identify specific constraints on consumption, and how to begin conceptualizing ideas to reach nonconsumers. May be used with: (4546BC) Introduction: Your Guide to Growth; (4547BC) Precursors to Innovation: Uncovering New Routes for Growth; (4549BC) Identifying Overshot Customers: Uncovering New Routes for Growth; (4550BC) Identifying Jobs to Be Done: Uncovering New Routes for Growth; (4551BC) Developing Disruptive Ideas; (4552BC) Assessing a Strategy's Fit with a Pattern: Pattern-Based Analysis of Disruptive Ideas; (4553BC) Mastering Emergent Strategies: Taking Uncertain Ideas Forward; (4554BC) Assembling and Managing Project Teams: Realizing Disruptive Potential; (4555BC) Organizing to Innovate: Building Your Innovation Capability; (4556BC) Innovation Metrics; (4557BC) Principles and Patterns of Disruptive Innovation; (4558BC) Frequently Asked Questions: The Innovator's Guide to Growth.   Add   View  25 pp.  Identifying Overshot Customers: Uncovering New Routes for Growth Author(s): Anthony, Scott D.; Johnson, Mark W.; Sinfield, Joseph V.; Altman, Elizabeth J. Publication Date: 07/01/2008 Product Type: HBS Press Chapter HBS Number: 4549BC Subjects: Customer & client analysis; Disruptive innovations; Growth strategy; Innovation Academic Discipline: Competitive strategy Product Description: At the heart of the disruptive innovation model is the concept of overshooting, that is, providing too much performance for a given group of customers. This chapter describes overshooting in detail, laying out the strategic choices an incumbent and an entrant face when overshooting occurs. May be used with: (4546BC) Introduction: Your Guide to Growth; (4547BC) Precursors to Innovation: Uncovering New Routes for Growth; (4548BC) Identifying Nonconsumers: Uncovering New Routes for Growth; (4550BC) Identifying Jobs to Be Done: Uncovering New Routes for Growth; (4551BC) Developing Disruptive Ideas; (4552BC) Assessing a Strategy's Fit with a Pattern: Pattern-Based Analysis of Disruptive Ideas; (4553BC) Mastering Emergent Strategies: Taking Uncertain Ideas Forward; (4554BC) Assembling and Managing Project Teams: Realizing Disruptive Potential; (4555BC) Organizing to Innovate: Building Your Innovation Capability; (4556BC) Innovation Metrics; (4557BC) Principles and Patterns of Disruptive Innovation; (4558BC) Frequently Asked Questions: The Innovator's Guide to Growth.   Add   View  35 pp.  Identifying Jobs to Be Done: Uncovering New Routes for Growth Author(s): Anthony, Scott D.; Johnson, Mark W.; Sinfield, Joseph V.; Altman, Elizabeth J. Publication Date: 07/01/2008 Product Type: HBS Press Chapter HBS Number: 4550BC Subjects: Disruptive innovations; Growth strategy; Innovation Academic Discipline: Competitive strategy Product Description: To identify opportunities to create new growth, look first for important “jobs” that customers can't get done satisfactorily with current solutions. Embracing this notion of customers “hiring” products and services to get jobs done in their lives can help companies master the innovation life cycle. May be used with: (4546BC) Introduction: Your Guide to Growth; (4547BC) Precursors to Innovation: Uncovering New Routes for Growth; (4548BC) Identifying Nonconsumers: Uncovering New Routes for Growth; (4549BC) Identifying Overshot Customers: Uncovering New Routes for Growth; (4551BC) Developing Disruptive Ideas; (4552BC) Assessing a Strategy's Fit with a Pattern: Pattern-Based Analysis of Disruptive Ideas; (4553BC) Mastering Emergent Strategies: Taking Uncertain Ideas Forward; (4554BC) Assembling and Managing Project Teams: Realizing Disruptive Potential; (4555BC) Organizing to Innovate: Building Your Innovation Capability; (4556BC) Innovation Metrics; (4557BC) Principles and Patterns of Disruptive Innovation; (4558BC) Frequently Asked Questions: The Innovator's Guide to Growth.   Add   View  28 pp.  Developing Disruptive Ideas Author(s): Anthony, Scott D.; Johnson, Mark W.; Sinfield, Joseph V.; Altman, Elizabeth J. Publication Date: 07/01/2008 Product Type: HBS Press Chapter HBS Number: 4551BC Subjects: Disruptive innovations; Growth strategy; Innovation Academic Discipline: Competitive strategy Product Description: Innovation isn't predictable. However, remembering key principles and following the straightforward process for generating disruptive ideas that is outlined in this chapter, can reliably increase the odds of coming up with a high-potential idea. May be used with: (4546BC) Introduction: Your Guide to Growth; (4547BC) Precursors to Innovation: Uncovering New Routes for Growth; (4548BC) Identifying Nonconsumers: Uncovering New Routes for Growth; (4549BC) Identifying Overshot Customers: Uncovering New Routes for Growth; (4550BC) Identifying Jobs to Be Done: Uncovering New Routes for Growth; (4552BC) Assessing a Strategy's Fit with a Pattern: Pattern-Based Analysis of Disruptive Ideas; (4553BC) Mastering Emergent Strategies: Taking Uncertain Ideas Forward; (4554BC) Assembling and Managing Project Teams: Realizing Disruptive Potential; (4555BC) Organizing to Innovate: Building Your Innovation Capability; (4556BC) Innovation Metrics; (4557BC) Principles and Patterns of Disruptive Innovation; (4558BC) Frequently Asked Questions: The Innovator's Guide to Growth.   Add   View  24 pp.  Assessing a Strategy’s Fit with a Pattern: Pattern-Based Analysis of Disruptive Ideas Author(s): Anthony, Scott D.; Johnson, Mark W.; Sinfield, Joseph V.; Altman, Elizabeth J. Publication Date: 07/01/2008 Product Type: HBS Press Chapter HBS Number: 4552BC Subjects: Disruptive innovations; Growth strategy; Innovation Academic Discipline: Competitive strategy Product Description: Successfully creating new growth innovations requires becoming an expert at recognizing and using patterns to assess and shape ideas. This chapter explains in detail how to assess the degree to which a strategy matches a pattern common to successful innovations. May be used with: (4546BC) Introduction: Your Guide to Growth; (4547BC) Precursors to Innovation: Uncovering New Routes for Growth; (4548BC) Identifying Nonconsumers: Uncovering New Routes for Growth; (4549BC) Identifying Overshot Customers: Uncovering New Routes for Growth; (4550BC) Identifying Jobs to Be Done: Uncovering New Routes for Growth; (4551BC) Developing Disruptive Ideas; (4553BC) Mastering Emergent Strategies: Taking Uncertain Ideas Forward; (4554BC) Assembling and Managing Project Teams: Realizing Disruptive Potential; (4555BC) Organizing to Innovate: Building Your Innovation Capability; (4556BC) Innovation Metrics; (4557BC) Principles and Patterns of Disruptive Innovation; (4558BC) Frequently Asked Questions: The Innovator's Guide to Growth.   Add   View  31 pp.  Mastering Emergent Strategies: Taking Uncertain Ideas Forward Author(s): Anthony, Scott D.; Johnson, Mark W.; Sinfield, Joseph V.; Altman, Elizabeth J. Publication Date: 07/01/2008 Product Type: HBS Press Chapter HBS Number: 4553BC Subjects: Disruptive innovations; Growth strategy; Innovation; Risk management Academic Discipline: Competitive strategy Product Description: Following what is known as an “emergent strategy” can help companies improve their odds of success by systematically addressing the key risks and unknowns that typify highly uncertain ideas. This chapter describes three simple steps managers can follow to master emergent strategy processes. May be used with: (4546BC) Introduction: Your Guide to Growth; (4547BC) Precursors to Innovation: Uncovering New Routes for Growth; (4548BC) Identifying Nonconsumers: Uncovering New Routes for Growth; (4549BC) Identifying Overshot Customers: Uncovering New Routes for Growth; (4550BC) Identifying Jobs to Be Done: Uncovering New Routes for Growth; (4551BC) Developing Disruptive Ideas; (4552BC) Assessing a Strategy's Fit with a Pattern: Pattern-Based Analysis of Disruptive Ideas; (4554BC) Assembling and Managing Project Teams: Realizing Disruptive Potential; (4555BC) Organizing to Innovate: Building Your Innovation Capability; (4556BC) Innovation Metrics; (4557BC) Principles and Patterns of Disruptive Innovation; (4558BC) Frequently Asked Questions: The Innovator's Guide to Growth.   Add   View  28 pp.  Assembling and Managing Project Teams: Realizing Disruptive Potential Author(s): Anthony, Scott D.; Johnson, Mark W.; Sinfield, Joseph V.; Altman, Elizabeth J. Publication Date: 07/01/2008 Product Type: HBS Press Chapter HBS Number: 4554BC Subjects: Disruptive innovations; Growth strategy; Innovation; Team leadership Academic Discipline: Competitive strategy Product Description: One of the greatest challenges facing managers seeking to create new growth businesses is assembling and managing teams charged with creating new growth. This chapter provides guidelines for senior managers to set up a team for success. May be used with: (4546BC) Introduction: Your Guide to Growth; (4547BC) Precursors to Innovation: Uncovering New Routes for Growth; (4548BC) Identifying Nonconsumers: Uncovering New Routes for Growth; (4549BC) Identifying Overshot Customers: Uncovering New Routes for Growth; (4550BC) Identifying Jobs to Be Done: Uncovering New Routes for Growth; (4551BC) Developing Disruptive Ideas; (4552BC) Assessing a Strategy's Fit with a Pattern: Pattern-Based Analysis of Disruptive Ideas; (4553BC) Mastering Emergent Strategies: Taking Uncertain Ideas Forward; (4555BC) Organizing to Innovate: Building Your Innovation Capability; (4556BC) Innovation Metrics; (4557BC) Principles and Patterns of Disruptive Innovation; (4558BC) Frequently Asked Questions: The Innovator's Guide to Growth.   Add   View  25 pp.  Organizing to Innovate: Building Your Innovation Capability Author(s): Anthony, Scott D.; Johnson, Mark W.; Sinfield, Joseph V.; Altman, Elizabeth J. Publication Date: 07/01/2008 Product Type: HBS Press Chapter HBS Number: 4555BC Subjects: Corporate culture; Disruptive innovations; Growth strategy; Innovation Academic Discipline: Competitive strategy Product Description: Success requires going beyond winning once to developing deep capabilities that allow a company repeatedly to disarm disruptive threats and seize new opportunities. This chapter describes how companies can build innovation structures that help them address specific innovation challenges and surround those structures with the appropriate systems and culture. May be used with: (4546BC) Introduction: Your Guide to Growth; (4547BC) Precursors to Innovation: Uncovering New Routes for Growth; (4548BC) Identifying Nonconsumers: Uncovering New Routes for Growth; (4549BC) Identifying Overshot Customers: Uncovering New Routes for Growth; (4550BC) Identifying Jobs to Be Done: Uncovering New Routes for Growth; (4551BC) Developing Disruptive Ideas; (4552BC) Assessing a Strategy's Fit with a Pattern: Pattern-Based Analysis of Disruptive Ideas; (4553BC) Mastering Emergent Strategies: Taking Uncertain Ideas Forward; (4554BC) Assembling and Managing Project Teams: Realizing Disruptive Potential; (4556BC) Innovation Metrics; (4557BC) Principles and Patterns of Disruptive Innovation; (4558BC) Frequently Asked Questions: The Innovator's Guide to Growth.   Add   View  17 pp.  Innovation Metrics Author(s): Anthony, Scott D.; Johnson, Mark W.; Sinfield, Joseph V.; Altman, Elizabeth J. Publication Date: 07/01/2008 Product Type: HBS Press Chapter HBS Number: 4556BC Subjects: Disruptive innovations; Growth strategy; Innovation; Metrics; Performance measurement Academic Discipline: Competitive strategy Product Description: One of the key challenges for companies seeking to improve their ability to create growth through innovation is that the metrics many companies use to measure innovation run a high risk of actually leading them in the wrong direction. This chapter describes key measurement traps and lays out fifteen potential innovation metrics companies can use to more accurately assess innovation-related activities. May be used with: (4546BC) Introduction: Your Guide to Growth; (4547BC) Precursors to Innovation: Uncovering New Routes for Growth; (4548BC) Identifying Nonconsumers: Uncovering New Routes for Growth; (4549BC) Identifying Overshot Customers: Uncovering New Routes for Growth; (4550BC) Identifying Jobs to Be Done: Uncovering New Routes for Growth; (4551BC) Developing Disruptive Ideas; (4552BC) Assessing a Strategy's Fit with a Pattern: Pattern-Based Analysis of Disruptive Ideas; (4553BC) Mastering Emergent Strategies: Taking Uncertain Ideas Forward; (4554BC) Assembling and Managing Project Teams: Realizing Disruptive Potential; (4555BC) Organizing to Innovate: Building Your Innovation Capability; (4557BC) Principles and Patterns of Disruptive Innovation; (4558BC) Frequently Asked Questions: The Innovator's Guide to Growth.   Add   View  14 pp.  Principles and Patterns of Disruptive Innovation Author(s): Anthony, Scott D.; Johnson, Mark W.; Sinfield, Joseph V.; Altman, Elizabeth J. Publication Date: 07/01/2008 Product Type: HBS Press Chapter HBS Number: 4557BC Subjects: Disruptive innovations; Growth strategy; Innovation Academic Discipline: Competitive strategy Product Description: This chapter highlights key innovation traps and summarizes the processes and principles that will significantly increase your chances of creating growth through innovation. May be used with: (4546BC) Introduction: Your Guide to Growth; (4547BC) Precursors to Innovation: Uncovering New Routes for Growth; (4548BC) Identifying Nonconsumers: Uncovering New Routes for Growth; (4549BC) Identifying Overshot Customers: Uncovering New Routes for Growth; (4550BC) Identifying Jobs to Be Done: Uncovering New Routes for Growth; (4551BC) Developing Disruptive Ideas; (4552BC) Assessing a Strategy's Fit with a Pattern: Pattern-Based Analysis of Disruptive Ideas; (4553BC) Mastering Emergent Strategies: Taking Uncertain Ideas Forward; (4554BC) Assembling and Managing Project Teams: Realizing Disruptive Potential; (4555BC) Organizing to Innovate: Building Your Innovation Capability; (4556BC) Innovation Metrics; (4558BC) Frequently Asked Questions: The Innovator's Guide to Growth.   Add   View  10 pp.  Frequently Asked Questions: The Innovator’s Guide to Growth Author(s): Anthony, Scott D.; Johnson, Mark W.; Sinfield, Joseph V.; Altman, Elizabeth J. Publication Date: 07/01/2008 Product Type: HBS Press Chapter HBS Number: 4558BC Subjects: Disruptive innovations; Growth strategy; Innovation Academic Discipline: Competitive strategy Product Description: This chapter provides suggested answers to a few of the tough questions asked most frequently about disruptive innovation. May be used with: (4546BC) Introduction: Your Guide to Growth; (4547BC) Precursors to Innovation: Uncovering New Routes for Growth; (4548BC) Identifying Nonconsumers: Uncovering New Routes for Growth; (4549BC) Identifying Overshot Customers: Uncovering New Routes for Growth; (4550BC) Identifying Jobs to Be Done: Uncovering New Routes for Growth; (4551BC) Developing Disruptive Ideas; (4552BC) Assessing a Strategy's Fit with a Pattern: Pattern-Based Analysis of Disruptive Ideas; (4553BC) Mastering Emergent Strategies: Taking Uncertain Ideas Forward; (4554BC) Assembling and Managing Project Teams: Realizing Disruptive Potential; (4555BC) Organizing to Innovate: Building Your Innovation Capability; (4556BC) Innovation Metrics; (4557BC) Principles and Patterns of Disruptive Innovation.    Levers of Organization Design: How Managers Use Accountability Systems for Greater Performance and Commitment   Add   View  18 pp.  The Tensions of Organization Design: Optimizing Trade-Offs Author(s): Simons, Robert Publication Date: 06/16/2005 Product Type: HBS Press Chapter HBS Number: 2403BC Subjects: Accountability; Organizational behavior; Organizational design; Organizational structure; Strategy execution; Strategy formulation; Vision Academic Discipline: Competitive strategy Product Description: To be fully effective, all managers must understand the implications of the organization design choices on their business units. This chapter makes the case for the development of a new theory of organization design by reviewing the tensions that today's managers must navigate to succeed in designing or redesigning organizations for enduring performance. May be used with: (2404BC) Aligning Span of Attention: The Goal of Organization Design; (2405BC) Unit Structure: Defining a Primary Customer as a Basis for Organizational Architecture; (2406BC) Diagnostic Control Systems: Determining Critical Performance Variables to Support Strategic Goals; (2407BC) Interactive Networks: Determining the Right Degree of Creative Tension to Support Business Strategy; (2408BC) Share Responsibilities: Managing Human Behavior to Advance Organizational Strategy; (2409BC) Adjusting the Levers: Three Examples: Levers of Organization Design at Work; (2410BC) Designing Organizations for Performance: The Alignment of Design and Strategy.   Add   View  18 pp.  Aligning Span of Attention: The Goal of Organization Design Author(s): Simons, Robert Publication Date: 06/16/2005 Product Type: HBS Press Chapter HBS Number: 2404BC Subjects: Accountability; Attention; Control systems; Creativity; Organizational design; Organizational structure; Strategy alignment; Strategy formulation Academic Discipline: Competitive strategy Product Description: This chapter presents a framework for organization design, focusing on the four key elements that organizations must address in order to ensure the successful execution of strategy: customer definition, critical performance variables, creative tension, and commitment to others. May be used with: (2403BC) The Tensions of Organization Design: Optimizing Trade-offs; (2405BC) Unit Structure: Defining a Primary Customer as a Basis for Organizational Architecture; (2406BC) Diagnostic Control Systems: Determining Critical Performance Variables to Support Strategic Goals; (2407BC) Interactive Networks: Determining the Right Degree of Creative Tension to Support Business Strategy; (2408BC) Share Responsibilities: Managing Human Behavior to Advance Organizational Strategy; (2409BC) Adjusting the Levers: Three Examples: Levers of Organization Design at Work; (2410BC) Designing Organizations for Performance: The Alignment of Design and Strategy.   Add   View  52 pp.  Unit Structure: Defining a Primary Customer as a Basis for Organizational Architecture Author(s): Simons, Robert Publication Date: 06/16/2005 Product Type: HBS Press Chapter HBS Number: 2405BC Subjects: Accountability; Customers; Financial management; Organizational design; Organizational structure; Performance management; Strategy alignment; Strategy formulation Academic Discipline: Competitive strategy Product Description: Grouping work units according to specific criteria is one of the most vexing problems of organization design. This chapter offers an approach to solve the organization structure problem by analyzing the first of the four Cs of organization design: customer definition. May be used with: (2403BC) The Tensions of Organization Design: Optimizing Trade-offs; (2404BC) Aligning Span of Attention: The Goal of Organization Design; (2406BC) Diagnostic Control Systems: Determining Critical Performance Variables to Support Strategic Goals; (2407BC) Interactive Networks: Determining the Right Degree of Creative Tension to Support Business Strategy; (2408BC) Share Responsibilities: Managing Human Behavior to Advance Organizational Strategy; (2409BC) Adjusting the Levers: Three Examples: Levers of Organization Design at Work; (2410BC) Designing Organizations for Performance: The Alignment of Design and Strategy.   Add   View  42 pp.  Diagnostic Control Systems: Determining Critical Performance Variables to Support Strategic Goals Author(s): Simons, Robert Publication Date: 06/16/2005 Product Type: HBS Press Chapter HBS Number: 2406BC Subjects: Accountability; Control systems; Organizational behavior; Organizational design; Performance measurement; Resistance; Strategy implementation Academic Discipline: Competitive strategy Product Description: This chapter introduces the second of the four Cs of organization design-critical performance variables — and examines how accountability and resistance factor in to designing an organization that creates value. May be used with: (2404BC) Aligning Span of Attention: The Goal of Organization Design; (2403BC) The Tensions of Organization Design: Optimizing Trade-offs; (2405BC) Unit Structure: Defining a Primary Customer as a Basis for Organizational Architecture; (2407BC) Interactive Networks: Determining the Right Degree of Creative Tension to Support Business Strategy; (2408BC) Share Responsibilities: Managing Human Behavior to Advance Organizational Strategy; (2409BC) Adjusting the Levers: Three Examples: Levers of Organization Design at Work; (2410BC) Designing Organizations for Performance: The Alignment of Design and Strategy.   Add   View  44 pp.  Interactive Networks: Determining the Right Degree of Creative Tension to Support Business Strategy Author(s): Simons, Robert Publication Date: 06/16/2005 Product Type: HBS Press Chapter HBS Number: 2407BC Subjects: Accountability; Control systems; Organizational behavior; Organizational design; Performance measurement; Resistance; Strategy implementation Academic Discipline: Competitive strategy Product Description: This chapter introduces the second of the four Cs of organization design-critical performance variables — and examines how accountability and resistance factor in to designing an organization that creates value. May be used with: (2404BC) Aligning Span of Attention: The Goal of Organization Design; (2403BC) The Tensions of Organization Design: Optimizing Trade-offs; (2405BC) Unit Structure: Defining a Primary Customer as a Basis for Organizational Architecture; (2407BC) Interactive Networks: Determining the Right Degree of Creative Tension to Support Business Strategy; (2408BC) Share Responsibilities: Managing Human Behavior to Advance Organizational Strategy; (2409BC) Adjusting the Levers: Three Examples: Levers of Organization Design at Work; (2410BC) Designing Organizations for Performance: The Alignment of Design and Strategy.   Add   View  37 pp.  Shared Responsibilities: Managing Human Behavior to Advance Organizational Strategy Author(s): Simons, Robert Publication Date: 06/16/2005 Product Type: HBS Press Chapter HBS Number: 2408BC Subjects: Corporate culture; Leadership; Organizational behavior; Organizational design; Performance management; Resistance; Strategy implementation; Vision Academic Discipline: Competitive strategy Product Description: Two critical tasks of senior managers are determining how individuals should act within their organization and then creating the necessary conditions for them to act in the desired way. This chapter focuses on the last of the four Cs of organization design: analyzing the level of commitment to others that is needed to support organizational strategy. May be used with: (2404BC) Aligning Span of Attention: The Goal of Organization Design; (2403BC) The Tensions of Organization Design: Optimizing Trade-offs; (2405BC) Unit Structure: Defining a Primary Customer as a Basis for Organizational Architecture; (2406BC) Diagnostic Control Systems: Determining Critical Performance Variables to Support Strategic Goals; (2407BC) Interactive Networks: Determining the Right Degree of Creative Tension to Support Business Strategy; (2409BC) Adjusting the Levers: Three Examples: Levers of Organization Design at Work; (2410BC) Designing Organizations for Performance: The Alignment of Design and Strategy.   Add   View  38 pp.  Adjusting the Levers: Three Examples: Three Practical Examples of How to Do It Author(s): Simons, Robert Publication Date: 06/16/2005 Product Type: HBS Press Chapter HBS Number: 2409BC Subjects: Accountability; Customers; Organizational behavior; Organizational design; Organizational structure; Strategy formulation; Strategy implementation; Vision Academic Discipline: Competitive strategy Product Description: This chapter focuses on the important interplay of the four levers of organization design. Examples from three different organizations are used to discuss the effect of each design variable on the others. May be used with: (2404BC) Aligning Span of Attention: The Goal of Organization Design; (2403BC) The Tensions of Organization Design: Optimizing Trade-offs; (2405BC) Unit Structure: Defining a Primary Customer as a Basis for Organizational Architecture; (2406BC) Diagnostic Control Systems: Determining Critical Performance Variables to Support Strategic Goals; (2407BC) Interactive Networks: Determining the Right Degree of Creative Tension to Support Business Strategy; (2408BC) Share Responsibilities: Managing Human Behavior to Advance Organizational Strategy; (2410BC) Designing Organizations for Performance: The Alignment of Design and Strategy.   Add   View  39 pp.  Designing Organizations for Performance: The Alignment of Design and Strategy Author(s): Simons, Robert Publication Date: 06/16/2005 Product Type: HBS Press Chapter HBS Number: 2410BC Subjects: Accountability; Control systems; Organizational behavior; Organizational design; Organizational structure; Strategy formulation; Strategy implementation; Vision Academic Discipline: Competitive strategy Product Description: In this chapter, the author brings the analysis down to the ground level — the level of individual people and business units — to test whether different designs are capable of implementing strategy successfully. May be used with: (2403BC) The Tensions of Organization Design: Optimizing Trade-offs; (2404BC) Aligning Span of Attention: The Goal of Organization Design; (2405BC) Unit Structure: Defining a Primary Customer as a Basis for Organizational Architecture; (2406BC) Diagnostic Control Systems: Determining Critical Performance Variables to Support Strategic Goals; (2407BC) Interactive Networks: Determining the Right Degree of Creative Tension to Support Business Strategy; (2408BC) Share Responsibilities: Managing Human Behavior to Advance Organizational Strategy; (2409BC) Adjusting the Levers: Three Examples: Levers of Organization Design at Work.    Made in China: What Western Managers Can Learn from Trailblazing Chinese Entrepreneurs   Add   View  29 pp.  Meet the Players: Chinese Entrepreneurs Thriving in an Unpredictable Market Author(s): Sull, Donald; Wang, Yong Publication Date: 04/18/2005 Product Type: HBS Press Chapter HBS Number: 9869BC Geographic Setting: China Subjects: Business models; Competition; Corporate strategy; Entrepreneurs; Uncertainty Academic Discipline: Competitive strategy Product Description: Most Westerners know very little about the entrepreneurs who are reshaping the second-largest and arguably most dynamic economy in the world: China. This chapter provides a brief overview of recent Chinese history and an introduction to several successful Chinese companies and the lessons they offer on managing in an unpredictable context. May be used with: (9880BC) Acknowledge the Fog of the Future: How Chinese Entrepreneurs Confront Limited Visibility in Unpredictable Markets; (9881BC) Conduct Reconnaissance into the Future: How Chinese Entrepreneurs Anticipate the Future of Their Business; (9882BC) Outcycle the Competition: How Chinese Entrepreneurs Compete in Unpredictable Markets; (9870BC) Develop a Flexible Hierarchy: How Chinese Entrepreneurs Thrive in an Unpredictable Market; (9871BC) Manage Relationships Dynamically: How Chinese Entrepreneurs Thrive in an Unpredictable Market; (9872BC) Go for the Gold: How Chinese Entrepreneurs Seize Opportunities — and Market Leadership; (9873BC) Get Big Right: How Chinese Entrepreneurs Scale Their Businesses for Success; (9874BC) Leading in an Unpredictable World: Lessons from Chinese Entrepreneurs.   Add   View  31 pp.  Acknowledge the Fog of the Future: How Chinese Entrepreneurs Confront Limited Visibility in Unpredictable Markets Author(s): Sull, Donald; Wang, Yong Publication Date: 04/18/2005 Product Type: HBS Press Chapter HBS Number: 9880BC Geographic Setting: China Subjects: Business models; Competition; Corporate strategy; Entrepreneurs; Uncertainty Academic Discipline: Competitive strategy Product Description: Managers must rethink their view of time in order to compete effectively in unpredictable markets like China. They should adopt an unfolding view of time, called the “fog of the future,” in which a steady stream of unanticipated threats and opportunities emerge. May be used with: (9869BC) Meet the Players: Chinese Entrepreneurs Thriving in an Unpredictable Market; (9870BC) Develop a Flexible Hierarchy: How Chinese Entrepreneurs Thrive in an Unpredictable Market; (9871BC) Manage Relationships Dynamically: How Chinese Entrepreneurs Thrive in an Unpredictable Market; (9872BC) Go for the Gold: How Chinese Entrepreneurs Seize Opportunities — and Market Leadership; (9873BC) Get Big Right: How Chinese Entrepreneurs Scale Their Businesses for Success; (9874BC) Leading in an Unpredictable World: Lessons from Chinese Entrepreneurs; (9881BC) Conduct Reconnaissance into the Future: How Chinese Entrepreneurs Anticipate the Future of Their Business; (9882BC) Outcycle the Competition: How Chinese Entrepreneurs Compete in Unpredictable Markets.   Add   View  28 pp.  Conduct Reconnaissance into the Future: How Chinese Entrepreneurs Anticipate the Future of Their Business Author(s): Sull, Donald; Wang, Yong Publication Date: 04/18/2005 Product Type: HBS Press Chapter HBS Number: 9881BC Geographic Setting: China Subjects: Business models; Competition; Corporate strategy; Entrepreneurs; Uncertainty Academic Discipline: Competitive strategy Product Description: Managers can improve their odds of succeeding in unpredictable markets by conducting reconnaissance into the future rather than relying on a preconceived plan. This chapter outlines the steps that successful Chinese entrepreneurs have taken to anticipate possible threats and opportunities. May be used with: (9869BC) Meet the Players: Chinese Entrepreneurs Thriving in an Unpredictable Market; (9870BC) Develop a Flexible Hierarchy: How Chinese Entrepreneurs Thrive in an Unpredictable Market; (9871BC) Manage Relationships Dynamically: How Chinese Entrepreneurs Thrive in an Unpredictable Market; (9872BC) Go for the Gold: How Chinese Entrepreneurs Seize Opportunities — and Market Leadership; (9873BC) Get Big Right: How Chinese Entrepreneurs Scale Their Businesses for Success; (9874BC) Leading in an Unpredictable World: Lessons from Chinese Entrepreneurs; (9880BC) Acknowledge the Fog of the Future: How Chinese Entrepreneurs Confront Limited Visibility in Unpredictable Markets; (9882BC) Outcycle the Competition: How Chinese Entrepreneurs Compete in Unpredictable Markets.   Add   View  28 pp.  Outcycle the Competition: How Chinese Entrepreneurs Compete in Unpredictable Markets Author(s): Sull, Donald; Wang, Yong Publication Date: 04/18/2005 Product Type: HBS Press Chapter HBS Number: 9882BC Geographic Setting: China Subjects: Business models; Competition; Corporate strategy; Entrepreneurs; Uncertainty Academic Discipline: Competitive strategy Product Description: Simply sensing and anticipating emerging opportunities and threats is not enough. This chapter shows how companies can move beyond insight to action by deploying the SAPE (sense-anticipate-prioritize-execute) cycle — a system that is particularly well suited to competition in rapidly changing environments. May be used with: (9869BC) Meet the Players: Chinese Entrepreneurs Thriving in an Unpredictable Market; (9870BC) Develop a Flexible Hierarchy: How Chinese Entrepreneurs Thrive in an Unpredictable Market; (9871BC) Manage Relationships Dynamically: How Chinese Entrepreneurs Thrive in an Unpredictable Market; (9872BC) Go for the Gold: How Chinese Entrepreneurs Seize Opportunities — and Market Leadership; (9873BC) Get Big Right: How Chinese Entrepreneurs Scale Their Businesses for Success; (9874BC) Leading in an Unpredictable World: Lessons from Chinese Entrepreneurs; (9880BC) Acknowledge the Fog of the Future: How Chinese Entrepreneurs Confront Limited Visibility in Unpredictable Markets; (9881BC) Conduct Reconnaissance into the Future: How Chinese Entrepreneurs Anticipate the Future of Their Business.   Add   View  29 pp.  Develop a Flexible Hierarchy: How Chinese Entrepreneurs Thrive in an Unpredictable Market Author(s): Sull, Donald; Wang, Yong Publication Date: 04/18/2005 Product Type: HBS Press Chapter HBS Number: 9870BC Geographic Setting: China Subjects: Business models; Competition; Corporate strategy; Entrepreneurs; Uncertainty Academic Discipline: Competitive strategy Product Description: This chapter describes how a flexible hierarchy functions and the steps necessary to develop it. May be used with: (9869BC) Meet the Players: Chinese Entrepreneurs Thriving in an Unpredictable Market; (9871BC) Manage Relationships Dynamically: How Chinese Entrepreneurs Thrive in an Unpredictable Market; (9872BC) Go for the Gold: How Chinese Entrepreneurs Seize Opportunities — and Market Leadership; (9873BC) Get Big Right: How Chinese Entrepreneurs Scale Their Businesses for Success; (9874BC) Leading in an Unpredictable World: Lessons from Chinese Entrepreneurs; (9880BC) Acknowledge the Fog of the Future: How Chinese Entrepreneurs Confront Limited Visibility in Unpredictable Markets; (9881BC) Conduct Reconnaissance into the Future: How Chinese Entrepreneurs Anticipate the Future of Their Business; (9882BC) Outcycle the Competition: How Chinese Entrepreneurs Compete in Unpredictable Markets.   Add   View  26 pp.  Manage Relationships Dynamically: How Chinese Entrepreneurs Thrive in an Unpredictable Market Author(s): Sull, Donald; Wang, Yong Publication Date: 04/18/2005 Product Type: HBS Press Chapter HBS Number: 9871BC Geographic Setting: China Subjects: Business models; Competition; Corporate strategy; Entrepreneurs; Uncertainty Academic Discipline: Competitive strategy Product Description: Partnerships are necessary in order to share risk and obtain resources for succeeding in an unpredictable environment. This chapter identifies concrete actions companies can take to manage the dynamics of important relationships over time. May be used with: (9869BC) Meet the Players: Chinese Entrepreneurs Thriving in an Unpredictable Market; (9870BC) Develop a Flexible Hierarchy: How Chinese Entrepreneurs Thrive in an Unpredictable Market; (9872BC) Go for the Gold: How Chinese Entrepreneurs Seize Opportunities — and Market Leadership; (9873BC) Get Big Right: How Chinese Entrepreneurs Scale Their Businesses for Success; (9874BC) Leading in an Unpredictable World: Lessons from Chinese Entrepreneurs; (9880BC) Acknowledge the Fog of the Future: How Chinese Entrepreneurs Confront Limited Visibility in Unpredictable Markets; (9881BC) Conduct Reconnaissance into the Future: How Chinese Entrepreneurs Anticipate the Future of Their Business; (9882BC) Outcycle the Competition: How Chinese Entrepreneurs Compete in Unpredictable Markets.   Add   View  26 pp.  Go for the Gold: How Chinese Entrepreneurs Seize Opportunities — and Market Leadership Author(s): Sull, Donald; Wang, Yong Publication Date: 04/18/2005 Product Type: HBS Press Chapter HBS Number: 9872BC Geographic Setting: China Subjects: Business models; Competition; Corporate strategy; Entrepreneurs; Uncertainty Academic Discipline: Competitive strategy Product Description: Unpredictable environments periodically provide golden opportunities that allow firms to create significant value in a short period. This chapter introduces a framework to help managers and entrepreneurs systematically evaluate opportunities. May be used with: (9869BC) Meet the Players: Chinese Entrepreneurs Thriving in an Unpredictable Market; (9870BC) Develop a Flexible Hierarchy: How Chinese Entrepreneurs Thrive in an Unpredictable Market; (9871BC) Manage Relationships Dynamically: How Chinese Entrepreneurs Thrive in an Unpredictable Market; (9873BC) Get Big Right: How Chinese Entrepreneurs Scale Their Businesses for Success; (9874BC) Leading in an Unpredictable World: Lessons from Chinese Entrepreneurs; (9880BC) Acknowledge the Fog of the Future: How Chinese Entrepreneurs Confront Limited Visibility in Unpredictable Markets; (9881BC) Conduct Reconnaissance into the Future: How Chinese Entrepreneurs Anticipate the Future of Their Business; (9882BC) Outcycle the Competition: How Chinese Entrepreneurs Compete in Unpredictable Markets.   Add   View  27 pp.  Get Big Right: How Chinese Entrepreneurs Scale Their Businesses for Success Author(s): Sull, Donald; Wang, Yong Publication Date: 04/18/2005 Product Type: HBS Press Chapter HBS Number: 9873BC Geographic Setting: China Subjects: Business models; Competition; Corporate strategy; Entrepreneurs; Uncertainty Academic Discipline: Competitive strategy Product Description: This chapter discusses how entrepreneurs and managers can think more systematically about the challenges of scaling their organization in unpredictable markets. May be used with: (9869BC) Meet the Players: Chinese Entrepreneurs Thriving in an Unpredictable Market; (9870BC) Develop a Flexible Hierarchy: How Chinese Entrepreneurs Thrive in an Unpredictable Market; (9871BC) Manage Relationships Dynamically: How Chinese Entrepreneurs Thrive in an Unpredictable Market; (9872BC) Go for the Gold: How Chinese Entrepreneurs Seize Opportunities — and Market Leadership; (9874BC) Leading in an Unpredictable World: Lessons from Chinese Entrepreneurs; (9880BC) Acknowledge the Fog of the Future: How Chinese Entrepreneurs Confront Limited Visibility in Unpredictable Markets; (9881BC) Conduct Reconnaissance into the Future: How Chinese Entrepreneurs Anticipate the Future of Their Business; (9882BC) Outcycle the Competition: How Chinese Entrepreneurs Compete in Unpredictable Markets.   Add   View  11 pp.  Leading in an Unpredictable World: Lessons from Chinese Entrepreneurs Author(s): Sull, Donald; Wang, Yong Publication Date: 04/18/2005 Product Type: HBS Press Chapter HBS Number: 9874BC Geographic Setting: China Subjects: Business models; Competition; Corporate strategy; Entrepreneurs; Uncertainty Academic Discipline: Competitive strategy Product Description: As this chapter illustrates, firms in unpredictable markets such as China need fully engaged leaders who monitor the competitive context for emerging opportunities and threats, set corporate priorities, build and maintain flexible hierarchies, and pursue golden opportunities while responding to threats. May be used with: (9869BC) Meet the Players: Chinese Entrepreneurs Thriving in an Unpredictable Market; (9870BC) Develop a Flexible Hierarchy: How Chinese Entrepreneurs Thrive in an Unpredictable Market; (9871BC) Manage Relationships Dynamically: How Chinese Entrepreneurs Thrive in an Unpredictable Market; (9872BC) Go for the Gold: How Chinese Entrepreneurs Seize Opportunities — and Market Leadership; (9873BC) Get Big Right: How Chinese Entrepreneurs Scale Their Businesses for Success; (9880BC) Acknowledge the Fog of the Future: How Chinese Entrepreneurs Confront Limited Visibility in Unpredictable Markets; (9881BC) Conduct Reconnaissance into the Future: How Chinese Entrepreneurs Anticipate the Future of Their Business; (9882BC) Outcycle the Competition: How Chinese Entrepreneurs Compete in Unpredictable Markets.    Mastering the Dynamics of Innovation   Add   View  19 pp.  Introduction Author(s): Utterback, James M. Publication Date: 03/23/1994 Product Type: HBS Press Chapter HBS Number: 2436BC Subjects: Change management; Competition; Industry analysis; Innovation; Strategic planning; Technological change; Uncertainty Academic Discipline: Competitive strategy Product Description: Today, when competitiveness hinges on the ability to develop or adapt new technologies, understanding the dynamics of innovation and change is essential for survival and success. This chapter introduces a framework for thinking about issues of technology, innovation, and industrial change. May be used with: (2446BC) Innovation and Corporate Renewal; (2445BC) Innovation as a Game of Chutes and Ladders; (2444BC) The Creative Power of Technology in Process Innovation; (2443BC) Invasion of a Stable Business by Radical Innovation; (2442BC) Differences in Innovations for Assembled and Nonassembled Products; (2441BC) Innovation in Nonassembled Products; (2440BC) Innovation and Industrial Evolution; (2439BC) Product Innovation as a Creative Force; (2438BC) Dominant Designs and the Survival of Firms; (2437BC) The Dynamics of Innovation in Industry.   Add   View  23 pp.  The Dynamics of Innovation in Industry Author(s): Utterback, James M. Publication Date: 03/23/1994 Product Type: HBS Press Chapter HBS Number: 2437BC Subjects: Business history; Change management; Competition; Industry analysis; Product development; Strategic planning; Technological change Academic Discipline: Competitive strategy Product Description: In this chapter, the author examines important moments of innovation in the history of the typewriter, extracting some common patterns in order to begin constructing a general model for implementing innovative strategies to ensure long-term success. May be used with: (2439BC) Product Innovation as a Creative Force; (2438BC) Dominant Designs and the Survival of Firms; (2436BC) Introduction: Mastering the Dynamics of Innovation; (2440BC) Innovation and Industrial Evolution; (2441BC) Innovation in Nonassembled Products; (2442BC) Differences in Innovations for Assembled and Nonassembled Products; (2443BC) Invasion of a Stable Business by Radical Innovation; (2444BC) The Creative Power of Technology in Process Innovation; (2445BC) Innovation as a Game of Chutes and Ladders; (2446BC) Innovation and Corporate Renewal.   Add   View  35 pp.  Dominant Designs and the Survival of Firms Author(s): Utterback, James M. Publication Date: 03/23/1994 Product Type: HBS Press Chapter HBS Number: 2438BC Subjects: Change management; Competition; Industry structure; Product design; Product development; Strategic planning; Technological change Academic Discipline: Competitive strategy Product Description: This chapter focuses on dominant product design, and uses several examples from important modern industries to examine the conditions under which it occurs and how the emergence of a dominant design affects the pace of innovation and the structure of an industry. May be used with: (2440BC) Innovation and Industrial Evolution; (2441BC) Innovation in Nonassembled Products; (2442BC) Differences in Innovations for Assembled and Nonassembled Products; (2443BC) Invasion of a Stable Business by Radical Innovation; (2444BC) The Creative Power of Technology in Process Innovation; (2445BC) Innovation as a Game of Chutes and Ladders; (2446BC) Innovation and Corporate Renewal; (2439BC) Product Innovation as a Creative Force; (2437BC) The Dynamics of Innovation in Industry; (2436BC) Introduction: Mastering the Dynamics of Innovation.   Add   View  24 pp.  Product Innovation as a Creative Force Author(s): Utterback, James M. Publication Date: 03/23/1994 Product Type: HBS Press Chapter HBS Number: 2439BC Industry Setting: Lighting & lamp Subjects: Business history; Change management; Competition; Innovation; Product design; Product development; Strategic planning; Technological change Academic Discipline: Competitive strategy Product Description: This chapter studies the development of the incandescent electric light and the early lighting industry from the perspective of product innovation, illustrating the successive waves of change that typically occur within an industry over time. May be used with: (2438BC) Dominant Designs and the Survival of Firms; (2437BC) The Dynamics of Innovation in Industry; (2436BC) Introduction: Mastering the Dynamics of Innovation; (2440BC) Innovation and Industrial Evolution; (2441BC) Innovation in Nonassembled Products; (2442BC) Differences in Innovations for Assembled and Nonassembled Products; (2443BC) Invasion of a Stable Business by Radical Innovation; (2444BC) The Creative Power of Technology in Process Innovation; (2445BC) Innovation as a Game of Chutes and Ladders; (2446BC) Innovation and Corporate Renewal.   Add   View  26 pp.  Innovation and Industrial Evolution Author(s): Utterback, James M. Publication Date: 03/23/1994 Product Type: HBS Press Chapter HBS Number: 2440BC Subjects: Change management; Competition; Innovation; Organizational structure; Process improvement; Product development; Strategic planning; Technological change Academic Discipline: Competitive strategy Product Description: This chapter describes how change in organizational structure, and in product and process innovation, occurs in patterns that are observable across industries and sectors. May be used with: (2441BC) Innovation in Nonassembled Products; (2442BC) Differences in Innovations for Assembled and Nonassembled Products; (2443BC) Invasion of a Stable Business by Radical Innovation; (2444BC) The Creative Power of Technology in Process Innovation; (2445BC) Innovation as a Game of Chutes and Ladders; (2446BC) Innovation and Corporate Renewal; (2439BC) Product Innovation as a Creative Force; (2438BC) Dominant Designs and the Survival of Firms; (2437BC) The Dynamics of Innovation in Industry; (2436BC) Introduction: Mastering the Dynamics of Innovation.   Add   View  22 pp.  Innovation in Nonassembled Products Author(s): Utterback, James M. Publication Date: 03/23/1994 Product Type: HBS Press Chapter HBS Number: 2441BC Industry Setting: Glass & glassware industry Subjects: Change management; Competition; Innovation; Process improvement; Product development; Strategic planning; Technological change Academic Discipline: Competitive strategy Product Description: This chapter extends the models of dominant design and the interrelationship between product and process innovation to nonassembled products, examining the case of the plate glass manufacturing industry. May be used with: (2439BC) Product Innovation as a Creative Force; (2438BC) Dominant Designs and the Survival of Firms; (2437BC) The Dynamics of Innovation in Industry; (2436BC) Introduction: Mastering the Dynamics of Innovation; (2440BC) Innovation and Industrial Evolution; (2442BC) Differences in Innovations for Assembled and Nonassembled Products; (2443BC) Invasion of a Stable Business by Radical Innovation; (2444BC) The Creative Power of Technology in Process Innovation; (2445BC) Innovation as a Game of Chutes and Ladders; (2446BC) Innovation and Corporate Renewal.   Add   View  24 pp.  Differences in Innovations for Assembled and Nonassembled Products Author(s): Utterback, James M. Publication Date: 03/23/1994 Product Type: HBS Press Chapter HBS Number: 2442BC Subjects: Change management; Competition; Innovation; Product development; Strategic planning; Technological change Academic Discipline: Competitive strategy Product Description: This chapter shows how patterns of innovation are similar and how they differ for assembled and nonassembled products. May be used with: (2440BC) Innovation and Industrial Evolution; (2441BC) Innovation in Nonassembled Products; (2443BC) Invasion of a Stable Business by Radical Innovation; (2444BC) The Creative Power of Technology in Process Innovation; (2445BC) Innovation as a Game of Chutes and Ladders; (2446BC) Innovation and Corporate Renewal; (2439BC) Product Innovation as a Creative Force; (2438BC) Dominant Designs and the Survival of Firms; (2437BC) The Dynamics of Innovation in Industry; (2436BC) Introduction: Mastering the Dynamics of Innovation.   Add   View  24 pp.  Invasion of a Stable Business by Radical Innovation Author(s): Utterback, James M. Publication Date: 03/23/1994 Product Type: HBS Press Chapter HBS Number: 2443BC Subjects: Change management; Competition; Innovation; Product development; Product evolution; Strategic planning; Technological change Academic Discipline: Competitive strategy Product Description: This chapter examines the case of the natural ice industry to illustrate how waves of innovation, or discontinuities, precipitate radical change in seemingly stable industries. May be used with: (2439BC) Product Innovation as a Creative Force; (2438BC) Dominant Designs and the Survival of Firms; (2437BC) The Dynamics of Innovation in Industry; (2436BC) Introduction: Mastering the Dynamics of Innovation; (2440BC) Innovation and Industrial Evolution; (2441BC) Innovation in Nonassembled Products; (2442BC) Differences in Innovations for Assembled and Nonassembled Products; (2444BC) The Creative Power of Technology in Process Innovation; (2445BC) Innovation as a Game of Chutes and Ladders; (2446BC) Innovation and Corporate Renewal.   Add   View  23 pp.  The Creative Power of Technology in Process Innovation Author(s): Utterback, James M. Publication Date: 03/23/1994 Product Type: HBS Press Chapter HBS Number: 2444BC Industry Setting: Photographic equipment & supplies Subjects: Change management; Competition; Creativity; Innovation; Process improvement; Product development; Technological change Academic Discipline: Competitive strategy Product Description: This chapter focuses on the chemical-based photography industry — where both product and process technology were key factors in eventual success — in its discussion of the power of innovation in the creation of an industry and a growing market. May be used with: (2440BC) Innovation and Industrial Evolution; (2441BC) Innovation in Nonassembled Products; (2442BC) Differences in Innovations for Assembled and Nonassembled Products; (2443BC) Invasion of a Stable Business by Radical Innovation; (2445BC) Innovation as a Game of Chutes and Ladders; (2446BC) Innovation and Corporate Renewal; (2439BC) Product Innovation as a Creative Force; (2438BC) Dominant Designs and the Survival of Firms; (2437BC) The Dynamics of Innovation in Industry; (2436BC) Introduction: Mastering the Dynamics of Innovation.   Add   View  27 pp.  Innovation as a Game of Chutes and Ladders Author(s): Utterback, James M. Publication Date: 03/23/1994 Product Type: HBS Press Chapter HBS Number: 2445BC Subjects: Change management; Competition; Innovation; Organizational behavior; Process improvement; Product development; Strategic planning; Technological change Academic Discipline: Competitive strategy Product Description: This chapter draws together some earlier lessons and academic research to consider the relationship between the behaviors and strategies of firms with respect to technological innovation and long-term survival. May be used with: (2439BC) Product Innovation as a Creative Force; (2438BC) Dominant Designs and the Survival of Firms; (2437BC) The Dynamics of Innovation in Industry; (2436BC) Introduction: Mastering the Dynamics of Innovation; (2440BC) Innovation and Industrial Evolution; (2441BC) Innovation in Nonassembled Products; (2442BC) Differences in Innovations for Assembled and Nonassembled Products; (2443BC) Invasion of a Stable Business by Radical Innovation; (2444BC) The Creative Power of Technology in Process Innovation; (2446BC) Innovation and Corporate Renewal.   Add   View  20 pp.  Innovation and Corporate Renewal Author(s): Utterback, James M. Publication Date: 03/23/1994 Product Type: HBS Press Chapter HBS Number: 2446BC Subjects: Change management; Competitive advantage; Innovation; Process improvement; Product development; Strategic planning; Technological change Academic Discipline: Competitive strategy Product Description: This chapter addresses the perennial management issue of how corporations can renew their technology, products, and processes as a basis for continued competitive vitality. May be used with: (2436BC) Introduction: Mastering the Dynamics of Innovation; (2437BC) The Dynamics of Innovation in Industry; (2438BC) Dominant Designs and the Survival of Firms; (2439BC) Product Innovation as a Creative Force; (2440BC) Innovation and Industrial Evolution; (2441BC) Innovation in Nonassembled Products; (2442BC) Differences in Innovations for Assembled and Nonassembled Products; (2443BC) Invasion of a Stable Business by Radical Innovation; (2444BC) The Creative Power of Technology in Process Innovation; (2445BC) Innovation as a Game of Chutes and Ladders.    Mastering the Merger: Four Critical Decisions That Make or Break the Deal   Add   View  11 pp.  Introduction: Mastering the Merger Author(s): Harding, David; Rovit, Sam Publication Date: 08/24/2004 Product Type: HBS Press Chapter HBS Number: 2367BC Subjects: Acquisitions; Discipline; Mergers & Acquisitions Academic Discipline: Competitive strategy Product Description: There is a right way and a wrong way to go about managing the deal-making process. The authors assert that it is possible to master the merger by responding effectively to four critical questions. This chapter introduces those questions and lays out the intent and structure of the book. May be used with: (2368BC) Four Critical Decisions That Make or Break the Deal: Mastering the Merger; (2369BC) How Should You Pick Your Targets?: Mastering the Merger; (2370BC) Which Deals Should You Choose?: Mastering the Merger; (2371BC) Where Do You Really Need to Integrate?: Mastering the Merger; (2372BC) What Should You Do When the Deal Goes Off Track?: Mastering the Merger; (2373BC) Organizing for Decision Discipline: Mastering the Merger; (2374BC) Appendix: The Empirical Evidence: Mastering the Merger.   Added   View  38 pp.  Four Critical Decisions That Make or Break the Deal: Mastering the Merger Author(s): Harding, David; Rovit, Sam Publication Date: 08/24/2004 Product Type: HBS Press Chapter HBS Number: 2368BC Industry Setting: Food industry Subjects: Acquisitions; Discipline; Integration planning; Mergers & Acquisitions Academic Discipline: Competitive strategy Product Description: Ultimately, the success or failure of a merger grows out of the decisions made by executives at critical junctures throughout the transaction. Using the case of Kellogg, this chapter illustrates that the better people are at handling the four imperatives of a business combination, the more successful the merger is likely to be. May be used with: (2367BC) Introduction: Mastering the Merger; (2369BC) How Should You Pick Your Targets?: Mastering the Merger; (2370BC) Which Deals Should You Choose?: Mastering the Merger; (2371BC) Where Do You Really Need to Integrate?: Mastering the Merger; (2372BC) What Should You Do When the Deal Goes Off Track?: Mastering the Merger; (2373BC) Organizing for Decision Discipline: Mastering the Merger; (2374BC) Appendix: The Empirical Evidence: Mastering the Merger.   Add   View  28 pp.  How Should You Pick Your Targets? Mastering the Merger Author(s): Harding, David; Rovit, Sam Publication Date: 08/24/2004 Product Type: HBS Press Chapter HBS Number: 2369BC Industry Setting: Broadcasting industry Subjects: Acquisitions; Mergers & Acquisitions; Strategy Academic Discipline: Competitive strategy Product Description: Determining what you want to buy should be deeply rooted in understanding your current business: selecting your targets is all about reinforcing your core. This chapter focuses on the first of the four key deal-making decisions: the all-important process of picking your targets. May be used with: (2367BC) Introduction: Mastering the Merger; (2368BC) Four Critical Decisions That Make or Break the Deal: Mastering the Merger; (2370BC) Which Deals Should You Choose?: Mastering the Merger; (2371BC) Where Do You Really Need to Integrate?: Mastering the Merger; (2372BC) What Should You Do When the Deal Goes Off Track?: Mastering the Merger; (2373BC) Organizing for Decision Discipline: Mastering the Merger; (2374BC) Appendix: The Empirical Evidence: Mastering the Merger.   Add   View  37 pp.  Which Deals Should You Close? Mastering the Merger Author(s): Harding, David; Rovit, Sam Publication Date: 08/24/2004 Product Type: HBS Press Chapter HBS Number: 2370BC Subjects: Acquisitions; Due diligence; Mergers & Acquisitions; Strategy Academic Discipline: Competitive strategy Product Description: Focusing on the second of the four critical deal-making decisions, this chapter asks the question: which deals should you close and how does due diligence help you make those choices? May be used with: (2367BC) Introduction: Mastering the Merger; (2368BC) Four Critical Decisions That Make or Break the Deal: Mastering the Merger; (2369BC) How Should You Pick Your Targets?: Mastering the Merger; (2371BC) Where Do You Really Need to Integrate?: Mastering the Merger; (2372BC) What Should You Do When the Deal Goes Off Track?: Mastering the Merger; (2373BC) Organizing for Decision Discipline: Mastering the Merger; (2374BC) Appendix: The Empirical Evidence: Mastering the Merger.   Add   View  36 pp.  Where Do You Really Need to Integrate? Mastering the Merger Author(s): Harding, David; Rovit, Sam Publication Date: 08/24/2004 Product Type: HBS Press Chapter HBS Number: 2371BC Subjects: Acquisitions; Corporate culture; Integration planning; Mergers & Acquisitions Academic Discipline: Competitive strategy Product Description: While every integration, or bringing together of two companies in productive ways, is different, a number of guiding principles apply across most integration efforts. These principles revolve around the central question of this chapter: Where do you really need to integrate operations as opposed to letting each entity carry on separately? May be used with: (2367BC) Introduction: Mastering the Merger; (2368BC) Four Critical Decisions That Make or Break the Deal: Mastering the Merger; (2369BC) How Should You Pick Your Targets?: Mastering the Merger; (2370BC) Which Deals Should You Choose?: Mastering the Merger; (2372BC) What Should You Do When the Deal Goes Off Track?: Mastering the Merger; (2373BC) Organizing for Decision Discipline: Mastering the Merger; (2374BC) Appendix: The Empirical Evidence: Mastering the Merger.   Add   View  35 pp.  What Should You Do When the Deal Goes Off Track? Mastering the Merger Author(s): Harding, David; Rovit, Sam Publication Date: 08/24/2004 Product Type: HBS Press Chapter HBS Number: 2372BC Subjects: Acquisitions; Mergers & Acquisitions; Strategy; Transformations Academic Discipline: Competitive strategy Product Description: No deal ever works out exactly as planned, so you have to be prepared to make the decision to intervene early and decisively when the unexpected occurs. This chapter focuses on what you should do when the deal veers off track after closing. May be used with: (2367BC) Introduction: Mastering the Merger; (2368BC) Four Critical Decisions That Make or Break the Deal: Mastering the Merger; (2369BC) How Should You Pick Your Targets?: Mastering the Merger; (2370BC) Which Deals Should You Choose?: Mastering the Merger; (2371BC) Where Do You Really Need to Integrate?: Mastering the Merger; (2373BC) Organizing for Decision Discipline: Mastering the Merger; (2374BC) Appendix: The Empirical Evidence: Mastering the Merger.   Add   View  26 pp.  Organizing for Decision Discipline: Mastering the Merger Author(s): Harding, David; Rovit, Sam Publication Date: 08/24/2004 Product Type: HBS Press Chapter HBS Number: 2373BC Industry Setting: Food industry Subjects: Acquisitions; Discipline; Mergers & Acquisitions Academic Discipline: Competitive strategy Product Description: Unfortunately, one great deal rarely serves as a foundation for sustained shareholder value. To be great, you need to be able to repeat your deal-making success over and over again. This chapter discusses what it takes to institutionalize success. May be used with: (2367BC) Introduction: Mastering the Merger; (2368BC) Four Critical Decisions That Make or Break the Deal: Mastering the Merger; (2369BC) How Should You Pick Your Targets?: Mastering the Merger; (2370BC) Which Deals Should You Choose?: Mastering the Merger; (2371BC) Where Do You Really Need to Integrate?: Mastering the Merger; (2372BC) What Should You Do When the Deal Goes Off Track?: Mastering the Merger; (2374BC) Appendix: The Empirical Evidence: Mastering the Merger.   Add   View  17 pp.  Appendix: Mastering the Merger Author(s): Harding, David; Rovit, Sam Publication Date: 08/24/2004 Product Type: HBS Press Chapter HBS Number: 2374BC Subjects: Acquisitions; Discipline; Mergers & Acquisitions; Strategy Academic Discipline: Competitive strategy Product Description: This chapter describes the findings of three studies conducted by Bain and Company, Inc. designed to tease out the things that distinguish companies that make good deals from those that make poor deals. May be used with: (2367BC) Introduction: Mastering the Merger; (2368BC) Four Critical Decisions That Make or Break the Deal: Mastering the Merger; (2369BC) How Should You Pick Your Targets?: Mastering the Merger; (2370BC) Which Deals Should You Choose?: Mastering the Merger; (2371BC) Where Do You Really Need to Integrate?: Mastering the Merger; (2372BC) What Should You Do When the Deal Goes Off Track?: Mastering the Merger; (2373BC) Organizing for Decision Discipline: Mastering the Merger.    Open Business Models: How to Thrive in the New Innovation Landscape   Add   View  27 pp.  Why Business Models Need to Open Up Author(s): Chesbrough, Henry Publication Date: 12/06/2006 Product Type: HBS Press Chapter HBS Number: 2207BC Industry Setting: Chemicals; Entertainment industry; Pharmaceutical industry Subjects: Business models; Ideas; Innovation; Intellectual property; Knowledge management; Knowledge transfer; Technology; Value creation Academic Discipline: Competitive strategy Product Description: In this chapter, the author describes the concept of open business models and why open innovation makes so much economic sense, examining how markets for ideas are driving innovation in the chemicals industry, the pharmaceutical industry, and the entertainment industry. May be used with: (2210BC) The Path to Open Innovation; (2213BC) The New Environment for Business Models; (2214BC) The Impact of a Stronger IP on the Business Model; (2215BC) A Framework for Advancing Your Business Model; (2218BC) Innovation Intermediaries: Enabling Open Innovation; (2219BC) IP-Enabled Business Models; (2220BC) Getting From Here to There: Opening Up Your Business Model.   Add   View  36 pp.  The Path to Open Innovation Author(s): Chesbrough, Henry Publication Date: 12/06/2006 Product Type: HBS Press Chapter HBS Number: 2210BC Industry Setting: Software industry Subjects: Business models; Ideas; Innovation; Intellectual property; Knowledge management; Knowledge transfer; Risk management; Technology Academic Discipline: Competitive strategy Product Description: There are significant barriers and costs that an open business model is likely to encounter in most organizations. This chapter discusses the path that companies must walk to open up their innovation processes, using examples of companies that have faced these challenges and strengthened their businesses on the way to open innovation. May be used with: (2207BC) Why Business Models Need to Open Up; (2213BC) The New Environment for Business Models; (2214BC) The Impact of a Stronger IP on the Business Model; (2215BC) A Framework for Advancing Your Business Model; (2218BC) Innovation Intermediaries: Enabling Open Innovation; (2219BC) IP-Enabled Business Models; (2220BC) Getting From Here to There: Opening Up Your Business Model.   Add   View  37 pp.  The New Environment for Business Models Author(s): Chesbrough, Henry Publication Date: 12/06/2006 Product Type: HBS Press Chapter HBS Number: 2213BC Industry Setting: Computer industry; Semiconductor industry Subjects: Business models; Ideas; Innovation; Intellectual property; Knowledge transfer; Patents; Technology; Value chains Academic Discipline: Competitive strategy Product Description: A new class of innovation markets is emerging, creating the beginnings of a secondary market for innovations and associated intellectual property. This chapter explores the rapidly changing world surrounding companies in knowledge-intensive industries, and the new challenges and new opportunities for managing innovation that have arisen. May be used with: (2207BC) Why Business Models Need to Open Up; (2214BC) The Impact of a Stronger IP on the Business Model; (2215BC) A Framework for Advancing Your Business Model; (2218BC) Innovation Intermediaries: Enabling Open Innovation; (2219BC) IP-Enabled Business Models; (2220BC) Getting From Here to There: Opening Up Your Business Model; (2210BC) The Path to Open Innovation.   Add   View  32 pp.  The Impact of Stronger IP on the Business Model Author(s): Chesbrough, Henry Publication Date: 12/06/2006 Product Type: HBS Press Chapter HBS Number: 2214BC Geographic Setting: China Industry Setting: Software industry Subjects: Business models; Ideas; Innovation; Intellectual property; Knowledge transfer; Patents; Technology; Value chains Academic Discipline: Competitive strategy Product Description: This chapter discusses how to link your IP protection to your business model. It also explores how to leverage your under-utilized IP coverage to either enter new markets or obtain revenues from others in those markets. May be used with: (2210BC) The Path to Open Innovation; (2213BC) The New Environment for Business Models; (2215BC) A Framework for Advancing Your Business Model; (2218BC) Innovation Intermediaries: Enabling Open Innovation; (2219BC) IP-Enabled Business Models; (2220BC) Getting From Here to There: Opening Up Your Business Model; (2207BC) Why Business Models Need to Open Up.   Add   View  34 pp.  A Framework for Advancing Your Business Model Author(s): Chesbrough, Henry Publication Date: 12/06/2006 Product Type: HBS Press Chapter HBS Number: 2215BC Subjects: Business models; Ideas; Innovation; Intellectual property; Knowledge transfer; Technology; Value creation Academic Discipline: Competitive strategy Product Description: Business models are essential for converting ideas and technologies into economic value. However, business models are not all the same, nor do they all make the most of the opportunities offered by open innovation. This chapter lays out a systematic framework for evaluating and then improving your business model. May be used with: (2207BC) Why Business Models Need to Open Up; (2213BC) The New Environment for Business Models; (2214BC) The Impact of a Stronger IP on the Business Model; (2218BC) Innovation Intermediaries: Enabling Open Innovation; (2219BC) IP-Enabled Business Models; (2220BC) Getting From Here to There: Opening Up Your Business Model; (2210BC) The Path to Open Innovation.   Add   View  33 pp.  Innovation Intermediaries: Enabling Open Innovation Author(s): Chesbrough, Henry Publication Date: 12/06/2006 Product Type: HBS Press Chapter HBS Number: 2218BC Subjects: Business models; Ideas; Innovation; Intellectual property; Knowledge transfer; Technology; Value creation Academic Discipline: Competitive strategy Product Description: This chapter discusses the rise of innovation intermediaries, or firms that help companies of many different sizes participate in the emerging secondary markets for innovation and IP and craft more open business models. May be used with: (2207BC) Why Business Models Need to Open Up; (2210BC) The Path to Open Innovation; (2213BC) The New Environment for Business Models; (2214BC) The Impact of a Stronger IP on the Business Model; (2215BC) A Framework for Advancing Your Business Model; (2219BC) IP-Enabled Business Models; (2220BC) Getting From Here to There: Opening Up Your Business Model.   Add   View  26 pp.  IP-Enabled Business Models Author(s): Chesbrough, Henry Publication Date: 12/06/2006 Product Type: HBS Press Chapter HBS Number: 2219BC Industry Setting: Higher education; Telecommunications industry Subjects: Business models; Competitive advantage; Ideas; Innovation; Intellectual property; Knowledge transfer; Technology; Value creation Academic Discipline: Competitive strategy Product Description: This chapter profiles a number of firms that have built open business models around secondary markets and are driving these emerging markets. While there are many differences between the examined firms, what connects them is the ability to create, own, market, and sell IP to other firms. May be used with: (2207BC) Why Business Models Need to Open Up; (2210BC) The Path to Open Innovation; (2213BC) The New Environment for Business Models; (2214BC) The Impact of a Stronger IP on the Business Model; (2215BC) A Framework for Advancing Your Business Model; (2218BC) Innovation Intermediaries: Enabling Open Innovation; (2220BC) Getting From Here to There: Opening Up Your Business Model.   Add   View  35 pp.  Getting From Here to There: Opening Up Your Business Model Author(s): Chesbrough, Henry Publication Date: 12/06/2006 Product Type: HBS Press Chapter HBS Number: 2220BC Industry Setting: Chemical industry; Computer industry; Consumer products Subjects: Business models; Competitive advantage; Ideas; Innovation; Intellectual property; Knowledge transfer; Technology; Value creation Academic Discipline: Competitive strategy Product Description: This chapter recounts the experiences of three very different organizations and how they managed to make significant changes that opened up their business models. These companies help point the way for others who wish to follow. May be used with: (2207BC) Why Business Models Need to Open Up; (2210BC) The Path to Open Innovation; (2213BC) The New Environment for Business Models; (2214BC) The Impact of a Stronger IP on the Business Model; (2215BC) A Framework for Advancing Your Business Model; (2218BC) Innovation Intermediaries: Enabling Open Innovation; (2219BC) IP-Enabled Business Models.    Porter: On Competition   Add   View  24 pp.  Competing Across Locations: Enhancing Competitive Advantage Through a Global Strategy Author(s): Porter, Michael E. Publication Date: 06/07/1999 Product Type: HBS Press Chapter HBS Number: 2026 Subjects: Competition; Competitive advantage; Innovation; Location of industry; Sourcing; Strategic market planning; Strategy formulation; Suppliers Academic Discipline: Competitive strategy Product Description: This chapter from Michael Porter's On Competition aims to take global strategy thinking to the next level. In it, Porter brings together the two dimensions of international strategy — location and global networks. Open global markets, rapid transportation, and high-speed communications should allow any company to source any thing from any place at any time. But in practice, location remains central to competition. Global strategy taps the innovation advantages of locating headquarters or “home base” activities in cluster locations while spreading other activities to other locations to source low-cost inputs and gain access to foreign markets. Includes bibliography.   Add   View  54 pp.  Clusters and Competition: New Agendas for Companies, Governments, and Institutions Author(s): Porter, Michael E. Publication Date: 06/07/1999 Product Type: HBS Press Chapter HBS Number: 2034 Subjects: Business government relations; Competition; Competitive advantage; Economic development; Innovation; Location of industry; Sourcing; Strategic market planning; Suppliers Academic Discipline: Competitive strategy Product Description: Today's economic map of the world is characterized by what Michael Porter calls clusters: geographic concentrations of firms, suppliers, related industries, and specialized institutions that occur in a particular field in a nation, state, or city. This chapter from Porter's book On Competition explores this essential ingredient of economic development and how it can foster new roles for business, government, and institutions as well as new ways to structure relationships among them. This chapter formed the basis of Michael Porter's Harvard Business Review article Clusters and the New Economics of Competition (November/December 1998). Includes bibliography.    Profit from the Core: Growth Strategy in an Era of Turbulence   Add   View  24 pp.  Desperately Seeking Growth Author(s): Zook, Chris; Allen, James Publication Date: 02/01/2001 Product Type: HBS Press Chapter HBS Number: 1638BC Subjects: Competitive decision making; Core competencies; Growth; Growth strategy; Profitability Academic Discipline: Competitive strategy Product Description: The most important issue faced by management teams is how to grow their companies. Given ever-increasing competition, some strategists propose discarding core businesses to exploit new territory. This chapter argues that, on the contrary, the key to unlocking hidden sources of growth and profits is to renew focus on the core business, here defined as the set of products, capabilities, customers, channels, and geographies that define the essence of what the company is and how it aspires to grow its revenues sustainably and profitably. Several short case studies support the thesis. May be used with: (1639BC) The Profitable Core (What Are the Key Requirements?); (1641BC) The Redefinition Dilemma (How to Determine Whether Redefining the Core is the Right Course); (1642BC) Growing from the Core; (1640BC) The Alexander Problem (Successfully Growing by Developing Adjacent Businesses).   Add   View  42 pp.  The Profitable Core: What are the Key Elements? Author(s): Zook, Chris; Allen, James Publication Date: 02/01/2001 Product Type: HBS Press Chapter HBS Number: 1639BC Subjects: Core competencies; Diversification; Growth; Profitability; Valuation; Value creation Academic Discipline: Competitive strategy Product Description: Most companies demonstrating sustained growth have a few, highly focused, core businesses. Conversely, diversification is often associated with lower average valuations than are typical of companies with focused cores. This chapter summarizes the key requirements for building a strong core as the foundation for growth strategy, provides tools for doing so, and points out the most common sources of failure in the detailed case examples. May be used with: (1638BC) Desperately Seeking Growth; (1640BC) The Alexander Problem (Successfully Growing by Developing Adjacent Businesses); (1641BC) The Redefinition Dilemma (How to Determine Whether Redefining the Core is the Right Course); (1642BC) Growing from the Core.   Add   View  52 pp.  The Alexander Problem: Successfully Growing by Developing Adjacent Businesses Author(s): Zook, Chris; Allen, James Publication Date: 02/01/2001 Product Type: HBS Press Chapter HBS Number: 1640BC Subjects: Adjacency expansion; Business adjacencies; Core competencies; Diversification; Growth; Profitability Academic Discipline: Competitive strategy Product Description: The second element of a sustainable growth strategy is adjacency expansion from the core. This chapter discusses identifying adjacent business opportunities, assessing the right adjacencies, and avoiding some common pitfalls of adjacency expansion. Numerous case studies illustrate the discussion. May be used with: (1638BC) Desperately Seeking Growth; (1639BC) The Profitable Core (What Are the Key Requirements?); (1641BC) The Redefinition Dilemma (How to Determine Whether Redefining the Core is the Right Course); (1642BC) Growing from the Core.   Add   View  42 pp.  The Redefinition Dilemma: How to Determine Whether Redefining the Core is the Right Course Author(s): Zook, Chris; Allen, James Publication Date: 02/01/2001 Product Type: HBS Press Chapter HBS Number: 1641BC Subjects: Business models; Core competencies; Growth; Industry turbulence; Profitability Academic Discipline: Competitive strategy Product Description: Sometimes the core encounters turbulence as technology changes or customer needs shift or a new business model abruptly grabs market share. Succeeding in a major redefinition of the core business is rare, but it can be accomplished. This chapter introduces “litmus tests” for determining when redefinition may be in order, provides detailed case examples to illustrate the scenarios, and cites key implementation lessons. May be used with: (1638BC) Desperately Seeking Growth; (1639BC) The Profitable Core (What Are the Key Requirements?); (1640BC) The Alexander Problem (Successfully Growing by Developing Adjacent Businesses); (1642BC) Growing from the Core.   Add   View  11 pp.  Growing from the Core Author(s): Zook, Chris; Allen, James Publication Date: 02/01/2001 Product Type: HBS Press Chapter HBS Number: 1642BC Subjects: Core competencies; Growth; Market evolution; Profitability; Value creation Academic Discipline: Competitive strategy Product Description: Summarizes the opportunities and risks of seeking to grow the core in a turbulent business environment. It concludes with ten key questions that managers should ask about their companies as they embark on growth initiatives. May be used with: (1638BC) Desperately Seeking Growth; (1639BC) The Profitable Core (What Are the Key Requirements?); (1640BC) The Alexander Problem (Successfully Growing by Developing Adjacent Businesses); (1641BC) The Redefinition Dilemma (How to Determine Whether Redefining the Core is the Right Course).    Redefining Global Strategy: Crossing Borders in a World Where Differences Still Matter   Add   View  8 pp.  Introduction: Redefining Global Strategy Author(s): Ghemawat, Pankaj Publication Date: 09/27/2007 Product Type: HBS Press Chapter HBS Number: 2617BC Geographic Setting: Global Subjects: Competitive environment; Corporate strategy; Country analysis; Cross cultural relations; Globalization; International business Academic Discipline: Competitive strategy Product Description: This chapter outlines an approach to global strategy that focuses on the differences across countries, and describes the book's central goal: to help businesses cross borders profitably by seeing the world as it really is, rather than in idealized terms. May be used with: (2626BC) Toward a Better Future: Getting Started: Devising Better Strategies for Global Value Creation; (2625BC) Playing the Differences: The AAA Triangle: Integrated Strategies for Global Value Creation; (2624BC) Arbitrage: Exploiting Differences: Strategies for Global Value Creation; (2622BC) Aggregation: Overcoming Differences: Strategies for Global Value Creation; (2621BC) Adaptation: Adjusting to Differences: Strategies for Global Value Creation; (2620BC) Global Value Creation: The ADDING Value Scorecard; (2619BC) Differences Across Countries; (2618BC) Semiglobalization and Strategy.   Add   View  30 pp.  Semiglobalization and Strategy Author(s): Ghemawat, Pankaj Publication Date: 09/27/2007 Product Type: HBS Press Chapter HBS Number: 2618BC Geographic Setting: Global Subjects: Competitive advantage; Competitive environment; Corporate strategy; Country analysis; Cross cultural relations; Globalization; International business; Strategy formulation Academic Discipline: Competitive strategy Product Description: This chapter summarizes evidence that the current state of the world is one of semiglobalization — increasingly, but far from completely, integrated — and explains why understanding this is essential for developing cross-border strategies. May be used with: (2626BC) Toward a Better Future: Getting Started: Devising Better Strategies for Global Value Creation; (2625BC) Playing the Differences: The AAA Triangle: Integrated Strategies for Global Value Creation; (2624BC) Arbitrage: Exploiting Differences: Strategies for Global Value Creation; (2622BC) Aggregation: Overcoming Differences: Strategies for Global Value Creation; (2621BC) Adaptation: Adjusting to Differences: Strategies for Global Value Creation; (2620BC) Global Value Creation: The ADDING Value Scorecard; (2619BC) Differences Across Countries; (2617BC) Introduction: Redefining Global Strategy.   Add   View  37 pp.  Differences Across Countries: The CAGE Distance Framework Author(s): Ghemawat, Pankaj Publication Date: 09/27/2007 Product Type: HBS Press Chapter HBS Number: 2619BC Geographic Setting: Global Subjects: Competitive advantage; Competitive environment; Corporate strategy; Country analysis; Cross cultural relations; Globalization; International business; Strategy formulation Academic Discipline: Competitive strategy Product Description: This chapter enumerates the reasons that borders still matter and classifies them in terms of the cultural, administrative, geographic, and economic distances between countries. May be used with: (2626BC) Toward a Better Future: Getting Started: Devising Better Strategies for Global Value Creation; (2625BC) Playing the Differences: The AAA Triangle: Integrated Strategies for Global Value Creation; (2624BC) Arbitrage: Exploiting Differences: Strategies for Global Value Creation; (2622BC) Aggregation: Overcoming Differences: Strategies for Global Value Creation; (2621BC) Adaptation: Adjusting to Differences: Strategies for Global Value Creation; (2620BC) Global Value Creation: The ADDING Value Scorecard; (2618BC) Semiglobalization and Strategy; (2617BC) Introduction: Redefining Global Strategy.   Add   View  44 pp.  Global Value Creation: The ADDING Value Scorecard Author(s): Ghemawat, Pankaj Publication Date: 09/27/2007 Product Type: HBS Press Chapter HBS Number: 2620BC Geographic Setting: Global Subjects: Competitive advantage; Corporate strategy; Country analysis; Cross cultural relations; Globalization; International business; Strategy formulation; Value creation Academic Discipline: Competitive strategy Product Description: This chapter discusses why firms should globalize in a world in which distance still matters, presenting a scorecard for tracking value creation that includes but goes beyond the familiar components of size and economies of size. May be used with: (2626BC) Toward a Better Future: Getting Started: Devising Better Strategies for Global Value Creation; (2625BC) Playing the Differences: The AAA Triangle: Integrated Strategies for Global Value Creation; (2624BC) Arbitrage: Exploiting Differences: Strategies for Global Value Creation; (2622BC) Aggregation: Overcoming Differences: Strategies for Global Value Creation; (2621BC) Adaptation: Adjusting to Differences: Strategies for Global Value Creation; (2619BC) Differences Across Countries; (2618BC) Semiglobalization and Strategy; (2617BC) Introduction: Redefining Global Strategy.   Add   View  37 pp.  Adaptation: Adjusting to Differences: Strategies for Global Value Creation Author(s): Ghemawat, Pankaj Publication Date: 09/27/2007 Product Type: HBS Press Chapter HBS Number: 2621BC Geographic Setting: Global Subjects: Adaptability; Competitive advantage; Corporate strategy; Country analysis; Cross cultural relations; Globalization; International business; Value creation Academic Discipline: Competitive strategy Product Description: This chapter focuses on adaptation strategies for adding value in the face of large cross-border differences, exploring in detail the strategies of the world's ten largest competitors in the major home appliance industry. May be used with: (2626BC) Toward a Better Future: Getting Started: Devising Better Strategies for Global Value Creation; (2625BC) Playing the Differences: The AAA Triangle: Integrated Strategies for Global Value Creation; (2624BC) Arbitrage: Exploiting Differences: Strategies for Global Value Creation; (2622BC) Aggregation: Overcoming Differences: Strategies for Global Value Creation; (2620BC) Global Value Creation: The ADDING Value Scorecard; (2619BC) Differences Across Countries; (2618BC) Semiglobalization and Strategy; (2617BC) Introduction: Redefining Global Strategy.   Add   View  34 pp.  Aggregation: Overcoming Differences: Strategies for Global Value Creation Author(s): Ghemawat, Pankaj Publication Date: 09/27/2007 Product Type: HBS Press Chapter HBS Number: 2622BC Geographic Setting: Global Subjects: Aggregate planning; Competitive advantage; Corporate strategy; Country analysis; Cross cultural relations; Globalization; International business; Value creation Academic Discipline: Competitive strategy Product Description: This chapter focuses on aggregation strategies that overcome some differences among countries by using various grouping devices to create greater economies of scale than country-by-country adaptation can provide. May be used with: (2626BC) Toward a Better Future: Getting Started: Devising Better Strategies for Global Value Creation; (2625BC) Playing the Differences: The AAA Triangle: Integrated Strategies for Global Value Creation; (2624BC) Arbitrage: Exploiting Differences: Strategies for Global Value Creation; (2621BC) Adaptation: Adjusting to Differences: Strategies for Global Value Creation; (2620BC) Global Value Creation: The ADDING Value Scorecard; (2619BC) Differences Across Countries; (2618BC) Semiglobalization and Strategy; (2617BC) Introduction: Redefining Global Strategy.   Add   View  34 pp.  Arbitrage: Exploiting Differences: Strategies for Global Value Creation Author(s): Ghemawat, Pankaj Publication Date: 09/27/2007 Product Type: HBS Press Chapter HBS Number: 2624BC Geographic Setting: Global Subjects: Arbitrage; Competitive advantage; Corporate strategy; Country analysis; Cross cultural relations; Globalization; International business; Value creation Academic Discipline: Competitive strategy Product Description: This chapter focuses on arbitrage strategies that exploit selected differences across countries instead of treating them all as constraints, examining economic and labor arbitrage in particular. May be used with: (2626BC) Toward a Better Future: Getting Started: Devising Better Strategies for Global Value Creation; (2625BC) Playing the Differences: The AAA Triangle: Integrated Strategies for Global Value Creation; (2622BC) Aggregation: Overcoming Differences: Strategies for Global Value Creation; (2621BC) Adaptation: Adjusting to Differences: Strategies for Global Value Creation; (2620BC) Global Value Creation: The ADDING Value Scorecard; (2619BC) Differences Across Countries; (2618BC) Semiglobalization and Strategy; (2617BC) Introduction: Redefining Global Strategy.   Add   View  26 pp.  Playing the Differences: The AAA Triangle: Integrated Strategies for Global Value Creation Author(s): Ghemawat, Pankaj Publication Date: 09/27/2007 Product Type: HBS Press Chapter HBS Number: 2625BC Geographic Setting: Global Subjects: Competitive advantage; Corporate strategy; Country analysis; Cross cultural relations; Globalization; International business; Strategy formulation; Value creation Academic Discipline: Competitive strategy Product Description: This chapter examines the trade-offs among the AAA strategies — adaptation, aggregation, arbitrage — and the development of integrated strategies for playing the differences between countries. May be used with: (2626BC) Toward a Better Future: Getting Started: Devising Better Strategies for Global Value Creation; (2624BC) Arbitrage: Exploiting Differences: Strategies for Global Value Creation; (2622BC) Aggregation: Overcoming Differences: Strategies for Global Value Creation; (2621BC) Adaptation: Adjusting to Differences: Strategies for Global Value Creation; (2620BC) Global Value Creation: The ADDING Value Scorecard; (2619BC) Differences Across Countries; (2618BC) Semiglobalization and Strategy; (2617BC) Introduction: Redefining Global Strategy.   Add   View  16 pp.  Toward a Better Future: Getting Started: Devising Better Strategies for Global Value Creation Author(s): Ghemawat, Pankaj Publication Date: 09/27/2007 Product Type: HBS Press Chapter HBS Number: 2626BC Geographic Setting: Global Subjects: Competitive advantage; Corporate strategy; Country analysis; Cross cultural relations; Globalization; International business; Strategy formulation; Value creation Academic Discipline: Competitive strategy Product Description: This chapter takes a look at forecasts for the future of globalization, suggesting several paths for improvement, and concludes with a five-step framework for getting started by doing a global strategy audit for your business or businesses. May be used with: (2617BC) Introduction: Redefining Global Strategy; (2618BC) Semiglobalization and Strategy; (2619BC) Differences Across Countries; (2620BC) Global Value Creation: The ADDING Value Scorecard; (2621BC) Adaptation: Adjusting to Differences: Strategies for Global Value Creation; (2622BC) Aggregation: Overcoming Differences: Strategies for Global Value Creation; (2624BC) Arbitrage: Exploiting Differences: Strategies for Global Value Creation; (2625BC) Playing the Differences: The AAA Triangle: Integrated Strategies for Global Value Creation.    Strategy Maps: Converting Intangible Assets into Tangible Outcomes   Add   View  28 pp.  Introduction:The Strategy Map as a Visual Representation of Organizational Strategy Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 12/16/2003 Product Type: HBS Press Chapter HBS Number: 1574BC Industry Setting: Banking industry; Nonprofit Subjects: Balanced scorecard; Long term planning; Organizational approach; Public sector; Strategy; Strategy maps Academic Discipline: Competitive strategy Product Description: An organization's strategy describes how it intends to create value for its shareholders, customers, and citizens. If an organization's intangible assets represent more than 75 percent of its value, then its strategy formulation and execution need to explicitly address the mobilization and alignment of intangible assets. Introduces the strategy map, derived from the four-perspective model of the Balanced Scorecard, as an indispensable visual tool for aligning intangible assets to strategy for sustainable value creation. Two case studies follow to demonstrate the use of strategy maps. May be used with: (1575BC) Strategy Maps; (1577BC) Operations Management Processes; (1578BC) Customer Management Processes; (1579BC) Innovation Processes; (1580BC) Regulatory and Social Processes; (1581BC) Aligning Intangible Assets to Enterprise Strategy; (1582BC) Human Capital Readiness; (1583BC) Information Capital Readiness; (1584BC) Organization Capital Readiness; (1585BC) Customizing Your Strategy Map to Your Strategy; (1586BC) Planning the Campaign; (1587BC) Private-Sector Organizations; (1588BC) Public-Sector Organizations; (1590BC) Nonprofit Organizations.   Add   View  35 pp.  Strategy Maps Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 12/16/2003 Product Type: HBS Press Chapter HBS Number: 1575BC Industry Setting: Health care industry Subjects: Customer relations; Financial planning; Innovation; Intangible assets; Public sector; Value creation Academic Discipline: Competitive strategy Product Description: The Balanced Scorecard strategy map provides a framework to illustrate how strategy links intangible assets to value-creating processes. Building a strategy map forces an organization to clarify the logic of how it will create value and for whom. Describes the principles involved in building a strategy map. An illustrative case study is provided. May be used with: (1574BC) Introduction (The Strategy Map as a Visual Representation of Organizational Strategy); (1577BC) Operations Management Processes; (1578BC) Customer Management Processes; (1579BC) Innovation Processes; (1580BC) Regulatory and Social Processes; (1581BC) Aligning Intangible Assets to Enterprise Strategy; (1582BC) Human Capital Readiness; (1583BC) Information Capital Readiness; (1584BC) Organization Capital Readiness; (1585BC) Customizing Your Strategy Map to Your Strategy; (1586BC) Planning the Campaign; (1587BC) Private-Sector Organizations; (1588BC) Public-Sector Organizations; (1590BC) Nonprofit Organizations.   Add   View  41 pp.  Operations Management Processes Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 12/16/2003 Product Type: HBS Press Chapter HBS Number: 1577BC Industry Setting: Petroleum industry Subjects: Customer relations; Operational effectiveness; Products; Quality control; Risk management; Services; Suppliers Academic Discipline: Competitive strategy Product Description: Operating processes produce and deliver goods and services to customers, and while operational excellence alone is not the basis of a sustainable strategy, managing operations remains a priority for all organizations. Without excellent operations, companies will find it difficult to execute strategies. Discusses important operations management processes, from developing and sustaining supplier relationships to managing risk. A case study is provided. May be used with: (1574BC) Introduction (The Strategy Map as a Visual Representation of Organizational Strategy); (1575BC) Strategy Maps; (1578BC) Customer Management Processes; (1579BC) Innovation Processes; (1580BC) Regulatory and Social Processes; (1581BC) Aligning Intangible Assets to Enterprise Strategy; (1582BC) Human Capital Readiness; (1583BC) Information Capital Readiness; (1584BC) Organization Capital Readiness; (1585BC) Customizing Your Strategy Map to Your Strategy; (1586BC) Planning the Campaign; (1587BC) Private-Sector Organizations; (1588BC) Public-Sector Organizations; (1590BC) Nonprofit Organizations.   Add   View  31 pp.  Customer Management Processes Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 12/16/2003 Product Type: HBS Press Chapter HBS Number: 1578BC Industry Setting: Banking industry; Distributors; Engineering Subjects: Customer acquisition; Customer relations; Customer retention; Customers; Human capital; Information capital; Target markets Academic Discipline: Competitive strategy Product Description: Customer management reflects much of what's new in modern business strategy. Whereas innovation and operations management processes remain important to strategic success, the evolution of computer and communications technology has shifted the balance of power from producers to customers. Explores why understanding customers and the value proposition that attracts and retains them is fundamental to any strategy. A case study is included. May be used with: (1575BC) Strategy Maps; (1577BC) Operations Management Processes; (1579BC) Innovation Processes; (1580BC) Regulatory and Social Processes; (1581BC) Aligning Intangible Assets to Enterprise Strategy; (1582BC) Human Capital Readiness; (1583BC) Information Capital Readiness; (1584BC) Organization Capital Readiness; (1585BC) Customizing Your Strategy Map to Your Strategy; (1586BC) Planning the Campaign; (1587BC) Private-Sector Organizations; (1588BC) Public-Sector Organizations; (1590BC) Nonprofit Organizations; (1574BC) Introduction (The Strategy Map as a Visual Representation of Organizational Strategy).   Add   View  29 pp.  Innovation Processes Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 12/16/2003 Product Type: HBS Press Chapter HBS Number: 1579BC Industry Setting: Advertising industry Subjects: Culture; Customer relations; Growth; Learning; Product development; R&D; Teamwork Academic Discipline: Competitive strategy Product Description: Sustaining competitive advantage requires that organizations continually innovate to create new products, services, and processes. Exceptional innovation capabilities determine industry leaders. Identifies high-level objectives and associated measures for four innovation processes, including identifying opportunities for new products and services, and bringing new products and services to market. A case study follows the chapter. May be used with: (1574BC) Introduction (The Strategy Map as a Visual Representation of Organizational Strategy); (1575BC) Strategy Maps; (1577BC) Operations Management Processes; (1578BC) Customer Management Processes; (1580BC) Regulatory and Social Processes; (1581BC) Aligning Intangible Assets to Enterprise Strategy; (1582BC) Human Capital Readiness; (1583BC) Information Capital Readiness; (1584BC) Organization Capital Readiness; (1585BC) Customizing Your Strategy Map to Your Strategy; (1586BC) Planning the Campaign; (1587BC) Private-Sector Organizations; (1588BC) Public-Sector Organizations; (1590BC) Nonprofit Organizations.   Add   View  35 pp.  Regulatory and Social Processes Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 12/16/2003 Product Type: HBS Press Chapter HBS Number: 1580BC Industry Setting: Advertising industry; Fluid control, pump & seal industries Subjects: Employment; Energy; Environmental management; Health; Safety; Strategic alliances; Sustainable devlopment Academic Discipline: Competitive strategy Product Description: Many companies today recognize that achieving excellence in environmental, safety, health, employment, and community practices are part of long-term, value-creating strategies. Companies that excel in critical regulatory and social processes can enhance their reputation among customers and investors, and also help to attract and retain valuable employees who take pride in their companies. Provides examples of how companies manage and report their regulatory and social performance along several dimensions, including environmental performance and employee practices. May be used with: (1575BC) Strategy Maps; (1577BC) Operations Management Processes; (1578BC) Customer Management Processes; (1579BC) Innovation Processes; (1581BC) Aligning Intangible Assets to Enterprise Strategy; (1582BC) Human Capital Readiness; (1583BC) Information Capital Readiness; (1584BC) Organization Capital Readiness; (1585BC) Customizing Your Strategy Map to Your Strategy; (1586BC) Planning the Campaign; (1587BC) Private-Sector Organizations; (1588BC) Public-Sector Organizations; (1590BC) Nonprofit Organizations; (1574BC) Introduction (The Strategy Map as a Visual Representation of Organizational Strategy).   Add   View  27 pp.  Aligning Intangible Assets to Enterprise Strategy Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 12/16/2003 Product Type: HBS Press Chapter HBS Number: 1581BC Industry Setting: Banking industry; Telecommunications industry Subjects: Alignment; Growth; Human capital; Information capital; Intangible assets; Integration; Learning; Organizational capital; Strategic planning Academic Discipline: Competitive strategy Product Description: The learning and growth perspective of the Balanced Scorecard highlights the role for aligning the organization's intangible assets to its strategy. The three components of intangible assets (human capital, information capital, and organization capital) must be aligned with the objectives for internal processes and integrated with each other. Describes how the strategy map and Balanced Scorecard enable organizations to describe intangible assets, align and integrate intangible assets to strategy, and measure intangible assets and their alignment. May be used with: (1574BC) Introduction (The Strategy Map as a Visual Representation of Organizational Strategy); (1575BC) Strategy Maps; (1577BC) Operations Management Processes; (1578BC) Customer Management Processes; (1579BC) Innovation Processes; (1580BC) Regulatory and Social Processes; (1582BC) Human Capital Readiness; (1583BC) Information Capital Readiness; (1584BC) Organization Capital Readiness; (1585BC) Customizing Your Strategy Map to Your Strategy; (1586BC) Planning the Campaign; (1587BC) Private-Sector Organizations; (1588BC) Public-Sector Organizations; (1590BC) Nonprofit Organizations.   Add   View  26 pp.  Human Capital Readiness Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 12/16/2003 Product Type: HBS Press Chapter HBS Number: 1582BC Industry Setting: Banking industry; Chemical industry; Service industries Subjects: Core competencies; Human resources management; Job families; Strategic HR management Academic Discipline: Competitive strategy Product Description: How do organizations develop a measure of human capital (HC) readiness. This measure represents the availability of employee skills, talent, and know-how to perform the internal processes critical to the strategy's success. Introduces a framework that enables organizations to identify HC requirements for the strategy, estimate the gap between the HC requirements and current employee readiness, and build programs to close that gap. May be used with: (1574BC) Introduction (The Strategy Map as a Visual Representation of Organizational Strategy); (1575BC) Strategy Maps; (1577BC) Operations Management Processes; (1578BC) Customer Management Processes; (1579BC) Innovation Processes; (1580BC) Regulatory and Social Processes; (1581BC) Aligning Intangible Assets to Enterprise Strategy; (1583BC) Information Capital Readiness; (1584BC) Organization Capital Readiness; (1585BC) Customizing Your Strategy Map to Your Strategy; (1586BC) Planning the Campaign; (1587BC) Private-Sector Organizations; (1588BC) Public-Sector Organizations; (1590BC) Nonprofit Organizations.   Add   View  27 pp.  Information Capital Readiness Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 12/16/2003 Product Type: HBS Press Chapter HBS Number: 1583BC Industry Setting: Asset management; Banking industry Subjects: Analytic applications; Information capital; Job families; Resource allocation; Technological infrastructure Academic Discipline: Competitive strategy Product Description: Information capital is the raw material for creating value in the new economy. Information capital, consisting of systems, databases, libraries, and networks, makes information and knowledge available to the organization. Focuses on evaluation of information capital based on strategic alignment, measuring how it contributes to the organization's strategic objectives. May be used with: (1574BC) Introduction (The Strategy Map as a Visual Representation of Organizational Strategy); (1575BC) Strategy Maps; (1577BC) Operations Management Processes; (1578BC) Customer Management Processes; (1579BC) Innovation Processes; (1580BC) Regulatory and Social Processes; (1581BC) Aligning Intangible Assets to Enterprise Strategy; (1582BC) Human Capital Readiness; (1584BC) Organization Capital Readiness; (1585BC) Customizing Your Strategy Map to Your Strategy; (1586BC) Planning the Campaign; (1587BC) Private-Sector Organizations; (1588BC) Public-Sector Organizations; (1590BC) Nonprofit Organizations.   Add   View  44 pp.  Organization Capital Readiness Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 12/16/2003 Product Type: HBS Press Chapter HBS Number: 1584BC Industry Setting: Manufacturing industries Subjects: Accountability; Alignment; Communication channels; Culture; Leadership; Organizational capital; Strategic thinking; Teamwork Academic Discipline: Competitive strategy Product Description: To complement alignment of competencies and technologies, executives must also develop organization capital, defined as the ability of the organization to mobilize and sustain the process of change required to execute the strategy. Organization capital provides the capability for integration so that individual intangible human and information capital assets, as well as tangible physical and financial assets, are not only aligned to the strategy, but are integrated and working together to achieve the organization's strategic objectives. Provides a framework for describing and measuring organization capital. May be used with: (1574BC) Introduction (The Strategy Map as a Visual Representation of Organizational Strategy); (1575BC) Strategy Maps; (1577BC) Operations Management Processes; (1578BC) Customer Management Processes; (1579BC) Innovation Processes; (1580BC) Regulatory and Social Processes; (1581BC) Aligning Intangible Assets to Enterprise Strategy; (1582BC) Human Capital Readiness; (1583BC) Information Capital Readiness; (1585BC) Customizing Your Strategy Map to Your Strategy; (1586BC) Planning the Campaign; (1587BC) Private-Sector Organizations; (1588BC) Public-Sector Organizations; (1590BC) Nonprofit Organizations.   Add   View  48 pp.  Customizing Your Strategy Map to Your Strategy Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 12/16/2003 Product Type: HBS Press Chapter HBS Number: 1585BC Geographic Setting: India Industry Setting: IT industry; Manufacturing industries; Office supplies industry Subjects: Cost control; Customer satisfaction; Intangible assets; Strategic positioning; Supply chains; Value innovations Academic Discipline: Competitive strategy Product Description: A well-constructed strategy map should show the interrelationships among the organization's internal processes and intangible assets that create sustainable competitive advantage. The value proposition in the customer perspective, the critical internal processes, and the intangible assets in the learning and growth perspective of a strategy map will be completely different for companies following different strategies. While every organization must adapt and customize its strategy map to its unique situation, the authors sketch templates for four generic strategies: low cost, product leadership, customer solutions, and system lock-in. May be used with: (1574BC) Introduction (The Strategy Map as a Visual Representation of Organizational Strategy); (1575BC) Strategy Maps; (1577BC) Operations Management Processes; (1578BC) Customer Management Processes; (1579BC) Innovation Processes; (1590BC) Nonprofit Organizations; (1580BC) Regulatory and Social Processes; (1581BC) Aligning Intangible Assets to Enterprise Strategy; (1582BC) Human Capital Readiness; (1583BC) Information Capital Readiness; (1584BC) Organization Capital Readiness; (1586BC) Planning the Campaign; (1587BC) Private-Sector Organizations; (1588BC) Public-Sector Organizations.   Add   View  32 pp.  Planning the Campaign Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 12/16/2003 Product Type: HBS Press Chapter HBS Number: 1586BC Industry Setting: Government & regulatory; Military Subjects: Macroeconomics; Microeconomics; Strategic thinking; Strategy maps; Value creation Academic Discipline: Competitive strategy Product Description: The strategy map by itself is simply a static representation of strategy, identifying the outcomes and the drivers of value creation. Describes how adding three ingredients (quantity, define the time line, and select initiatives) transforms the strategy map into a dynamic management tool to guide the selection of strategic initiatives and programs for driving performance breakthroughs. May be used with: (1574BC) Introduction (The Strategy Map as a Visual Representation of Organizational Strategy); (1575BC) Strategy Maps; (1578BC) Customer Management Processes; (1579BC) Innovation Processes; (1580BC) Regulatory and Social Processes; (1581BC) Aligning Intangible Assets to Enterprise Strategy; (1582BC) Human Capital Readiness; (1583BC) Information Capital Readiness; (1584BC) Organization Capital Readiness; (1585BC) Customizing Your Strategy Map to Your Strategy; (1587BC) Private-Sector Organizations; (1588BC) Public-Sector Organizations; (1590BC) Nonprofit Organizations; (1577BC) Operations Management Processes.   Add   View  16 pp.  Private-Sector Organizations Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 12/16/2003 Product Type: HBS Press Chapter HBS Number: 1587BC Geographic Setting: Sweden Industry Setting: Automotive industry; Insurance industry; Media Subjects: Convergence; Customer relations; Financial performance; Operational effectiveness; Performance Academic Discipline: Competitive strategy Product Description: Documents three case studies of strategy maps in private-sector companies Northwestern Mutual, Media General, and Volvofinans. These organizations use the strategy map to clarify strategy at the execution level; communicate strategy to employees; align business units, departments, functions, and initiatives; and focus management processes. May be used with: (1574BC) Introduction (The Strategy Map as a Visual Representation of Organizational Strategy); (1575BC) Strategy Maps; (1577BC) Operations Management Processes; (1578BC) Customer Management Processes; (1579BC) Innovation Processes; (1580BC) Regulatory and Social Processes; (1581BC) Aligning Intangible Assets to Enterprise Strategy; (1582BC) Human Capital Readiness; (1583BC) Information Capital Readiness; (1584BC) Organization Capital Readiness; (1585BC) Customizing Your Strategy Map to Your Strategy; (1586BC) Planning the Campaign; (1588BC) Public-Sector Organizations; (1590BC) Nonprofit Organizations.   Add   View  20 pp.  Public-Sector Organizations Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 12/16/2003 Product Type: HBS Press Chapter HBS Number: 1588BC Geographic Setting: Canada; United Kingdom Industry Setting: Education industry; Government & regulatory Subjects: Alignment; Operational effectiveness; Performance appraisals; Stakeholders; Strategic processes Academic Discipline: Competitive strategy Product Description: Presents strategy maps for several public-sector organizations, including the Royal Canadian Mounted Police, the United Kingdom Ministry of Defense, and the Fulton County School Systems. These case studies provide examples of how to build a comprehensive, integrated visual representation of strategy, the first step to becoming a strategy-focused organization. May be used with: (1574BC) Introduction (The Strategy Map as a Visual Representation of Organizational Strategy); (1575BC) Strategy Maps; (1577BC) Operations Management Processes; (1578BC) Customer Management Processes; (1579BC) Innovation Processes; (1580BC) Regulatory and Social Processes; (1581BC) Aligning Intangible Assets to Enterprise Strategy; (1582BC) Human Capital Readiness; (1583BC) Information Capital Readiness; (1584BC) Organization Capital Readiness; (1585BC) Customizing Your Strategy Map to Your Strategy; (1586BC) Planning the Campaign; (1587BC) Private-Sector Organizations; (1590BC) Nonprofit Organizations.   Add   View  12 pp.  Nonprofit Organizations Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 12/16/2003 Product Type: HBS Press Chapter HBS Number: 1590BC Industry Setting: Arts administration; Education industry; Nonprofit Subjects: Alignment; Community-based organizations; Nonfinancial performance; Nonprofits; Performance improvement methodologies; Social responsibility Academic Discipline: Competitive strategy Product Description: Nonprofit organizations strive to deliver mission outcomes, not superior financial performance. So even more than for-profit companies, these organizations need a comprehensive system of nonfinancial and financial measures to motivate and evaluate their performance. Examines the strategy maps of the Boston Lyric Opera and Teach for America. May be used with: (1574BC) Introduction (The Strategy Map as a Visual Representation of Organizational Strategy); (1575BC) Strategy Maps; (1577BC) Operations Management Processes; (1578BC) Customer Management Processes; (1579BC) Innovation Processes; (1580BC) Regulatory and Social Processes; (1581BC) Aligning Intangible Assets to Enterprise Strategy; (1582BC) Human Capital Readiness; (1583BC) Information Capital Readiness; (1584BC) Organization Capital Readiness; (1585BC) Customizing Your Strategy Map to Your Strategy; (1586BC) Planning the Campaign; (1587BC) Private-Sector Organizations; (1588BC) Public-Sector Organizations.

Keyword    Title, Author, Case #, Etc.

 

The Balanced Scorecard: Translating Strategy into Action   Add   View  22 pp.  Measurement and Management in the Information Age Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 08/02/1996 Product Type: HBS Press Chapter HBS Number: 1652BC Subjects: Alignment; Balanced scorecard; Communication strategy; Feedback; Initiatives; Intangible assets; Integration; Market segmentation Academic Discipline: Competitive strategy Product Description: Today, organizations are competing in such complex environments that an accurate understanding of their goals and the methods for attaining those goals is vital. The Balanced Scorecard translates an organization's mission and strategy into a comprehensive set of performance measures that provide the framework for a strategic measurement and management system. Introduces the Balanced Scorecard, which enables companies to track financial results while simultaneously monitoring progress in building the capabilities and acquiring the intangible assets they need for future growth. May be used with: (1653BC) Why Does Business Need a Balanced Scorecard?; (1654BC) Financial Perspective; (1655BC) Customer Perspective; (1656BC) Internal-Business-Process Perspective; (1657BC) Learning and Growth Perspective; (1658BC) Linking the Balanced Scorecard Measures to Your Strategy; (1659BC) Structure and Strategy; (1661BC) Achieving Strategic Alignment: From Top to Bottom; (1662BC) Targets, Resource Allocation, Initiatives, and Budgets; (1663BC) Feedback and the Strategic Learning Process; (1664BC) Implementing a Balanced Scorecard Management Program; (1825BC) Appendix: Building a Balanced Scorecard.   Add   View  23 pp.  Why Does Business Need a Balanced Scorecard? Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 08/02/1996 Product Type: HBS Press Chapter HBS Number: 1653BC Geographic Setting: Germany; Japan Subjects: Core competencies; Customer relations; Financial performance; Growth; Learning; Performance measurement systems Academic Discipline: Competitive strategy Product Description: An organization's measurement system strongly affects the behavior of people both inside and outside the organization. If companies are to survive and prosper in information age competition, they must use measurement and management systems derived from their strategies and capabilities. Illustrates why it is critically important that organizations move beyond traditional financial measures to embrace the Balanced Scorecard, which highlights a more general and integrated set of measurements that link current customer, internal process, employee, and system performance to long-term financial success. May be used with: (1652BC) Measurement and Management in the Information Age; (1654BC) Financial Perspective; (1655BC) Customer Perspective; (1656BC) Internal-Business-Process Perspective; (1657BC) Learning and Growth Perspective; (1658BC) Linking the Balanced Scorecard Measures to Your Strategy; (1659BC) Structure and Strategy; (1661BC) Achieving Strategic Alignment: From Top to Bottom; (1662BC) Targets, Resource Allocation, Initiatives, and Budgets; (1663BC) Feedback and the Strategic Learning Process; (1664BC) Implementing a Balanced Scorecard Management Program; (1825BC) Appendix: Building a Balanced Scorecard.   Add   View  18 pp.  Financial Perspective Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 08/02/1996 Product Type: HBS Press Chapter HBS Number: 1654BC Subjects: Asset allocation; Cost control; Financial performance; Productivity; Revenue growth; Risk management Academic Discipline: Competitive strategy Product Description: Financial objectives represent the long-term goal of the organization: to provide superior returns based on the capital invested in the unit. Building a Balanced Scorecard should encourage business units to link their financial objectives to corporate strategy. Looks at the dual role financial objectives and measures must play, defining the financial performance expected from the strategy, and serving as the ultimate targets for the objectives and measures of all the other scorecard perspectives. May be used with: (1652BC) Measurement and Management in the Information Age; (1653BC) Why Does Business Need a Balanced Scorecard?; (1655BC) Customer Perspective; (1656BC) Internal-Business-Process Perspective; (1657BC) Learning and Growth Perspective; (1658BC) Linking the Balanced Scorecard Measures to Your Strategy; (1659BC) Structure and Strategy; (1661BC) Achieving Strategic Alignment: From Top to Bottom; (1662BC) Targets, Resource Allocation, Initiatives, and Budgets; (1663BC) Feedback and the Strategic Learning Process; (1664BC) Implementing a Balanced Scorecard Management Program; (1825BC) Appendix: Building a Balanced Scorecard.   Add   View  31 pp.  Customer Perspective Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 08/02/1996 Product Type: HBS Press Chapter HBS Number: 1655BC Geographic Setting: United States Industry Setting: Banking industry; Petroleum industry; Retail industry Subjects: Customer acquisition; Customer profitability; Customer relations; Customer retention; Customer satisfaction; Market segmentation; Market share; Value propositions Academic Discipline: Competitive strategy Product Description: In the customer perspective of the Balanced Scorecard, companies identify the customer and market segments in which they have chosen to compete. These segments represent the sources that will deliver the revenue component of the company's financial objectives. Illustrates how the customer perspective enables companies to align their core customer outcome measures — satisfaction, loyalty, retention, acquisition, and profitability — to targeted customers and market segments, and to identify and measure the value propositions being delivered to these segments. May be used with: (1653BC) Why Does Business Need a Balanced Scorecard?; (1654BC) Financial Perspective; (1656BC) Internal-Business-Process Perspective; (1657BC) Learning and Growth Perspective; (1658BC) Linking the Balanced Scorecard Measures to Your Strategy; (1659BC) Structure and Strategy; (1661BC) Achieving Strategic Alignment: From Top to Bottom; (1662BC) Targets, Resource Allocation, Initiatives, and Budgets; (1663BC) Feedback and the Strategic Learning Process; (1664BC) Implementing a Balanced Scorecard Management Program; (1825BC) Appendix: Building a Balanced Scorecard; (1652BC) Measurement and Management in the Information Age.   Add   View  36 pp.  Internal-Business-Process Perspective Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 08/02/1996 Product Type: HBS Press Chapter HBS Number: 1656BC Geographic Setting: United States Industry Setting: Banking industry; Retail industry; Semiconductor industry Subjects: Brand management; Innovation; Market segmentation; Operations management; Performance measurement systems; Value chains Academic Discipline: Competitive strategy Product Description: For the internal-business-process perspective, managers identify the processes that are most critical for achieving customer and shareholder objectives. Companies typically develop their objectives and measures for this perspective after formulating objectives and measures for the financial and customer perspectives. Demonstrates how the Balanced Scorecard can help managers define a complete internal-process value chain that starts with the innovation process, and ends with post-sale service. May be used with: (1652BC) Measurement and Management in the Information Age; (1653BC) Why Does Business Need a Balanced Scorecard?; (1654BC) Financial Perspective; (1655BC) Customer Perspective; (1657BC) Learning and Growth Perspective; (1658BC) Linking the Balanced Scorecard Measures to Your Strategy; (1659BC) Structure and Strategy; (1661BC) Achieving Strategic Alignment: From Top to Bottom; (1662BC) Targets, Resource Allocation, Initiatives, and Budgets; (1663BC) Feedback and the Strategic Learning Process; (1664BC) Implementing a Balanced Scorecard Management Program; (1825BC) Appendix: Building a Balanced Scorecard.   Add   View  23 pp.  Learning and Growth Perspective Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 08/02/1996 Product Type: HBS Press Chapter HBS Number: 1657BC Subjects: Employee capability; Employee retention; Employee satisfaction; Information systems; Motivation; Organizational structure Academic Discipline: Competitive strategy Product Description: The objectives established in the financial, customer, and internal-business-process perspectives identify where the organization must excel to achieve breakthrough performance. The objectives in the learning and growth perspective provide the infrastructure to enable ambitious objectives in the other three perspectives to be achieved. The authors contend that organizations must invest in their infrastructure — people, systems, and organizational processes — if they are to achieve ambitious long-term financial growth objectives. May be used with: (1652BC) Measurement and Management in the Information Age; (1653BC) Why Does Business Need a Balanced Scorecard?; (1654BC) Financial Perspective; (1655BC) Customer Perspective; (1656BC) Internal-Business-Process Perspective; (1658BC) Linking the Balanced Scorecard Measures to Your Strategy; (1659BC) Structure and Strategy; (1661BC) Achieving Strategic Alignment: From Top to Bottom; (1662BC) Targets, Resource Allocation, Initiatives, and Budgets; (1663BC) Feedback and the Strategic Learning Process; (1664BC) Implementing a Balanced Scorecard Management Program; (1825BC) Appendix: Building a Balanced Scorecard.   Add   View  22 pp.  Linking Balanced Scorecard Measures to Your Strategy Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 08/02/1996 Product Type: HBS Press Chapter HBS Number: 1658BC Geographic Setting: United States Industry Setting: Banking industry; Insurance industry Subjects: Indicators; Outcomes; Performance measurement systems; Performance objectives; Strategic analysis Academic Discipline: Competitive strategy Product Description: The objective of any measurement system should be to motivate all managers and employees to successfully implement the business unit's strategy. Those companies that can translate their strategy into their measurement system are far better able to execute their strategy because they can communicate their objectives and targets. Focuses on the importance of developing a Balanced Scorecard that communicates strategy through an integrated set of financial and nonfinancial measurements. May be used with: (1652BC) Measurement and Management in the Information Age; (1653BC) Why Does Business Need a Balanced Scorecard?; (1654BC) Financial Perspective; (1655BC) Customer Perspective; (1656BC) Internal-Business-Process Perspective; (1657BC) Learning and Growth Perspective; (1659BC) Structure and Strategy; (1661BC) Achieving Strategic Alignment: From Top to Bottom; (1662BC) Targets, Resource Allocation, Initiatives, and Budgets; (1663BC) Feedback and the Strategic Learning Process; (1664BC) Implementing a Balanced Scorecard Management Program; (1825BC) Appendix: Building a Balanced Scorecard.   Add   View  25 pp.  Structure and Strategy Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 08/02/1996 Product Type: HBS Press Chapter HBS Number: 1659BC Geographic Setting: United States Industry Setting: Government & regulatory; Nonprofit; Petroleum industry Subjects: Balanced scorecard; Corporate culture; Customer & client analysis; Synergy Academic Discipline: Competitive strategy Product Description: The Balanced Scorecard must reflect the structure of the organization for which the strategy has been formulated. Illustrates the development of scorecards for organizations that are structurally different from the autonomous business unit, from joint ventures to nonprofit and governmental enterprises. May be used with: (1652BC) Measurement and Management in the Information Age; (1653BC) Why Does Business Need a Balanced Scorecard?; (1654BC) Financial Perspective; (1655BC) Customer Perspective; (1656BC) Internal-Business-Process Perspective; (1657BC) Learning and Growth Perspective; (1658BC) Linking the Balanced Scorecard Measures to Your Strategy; (1661BC) Achieving Strategic Alignment: From Top to Bottom; (1662BC) Targets, Resource Allocation, Initiatives, and Budgets; (1663BC) Feedback and the Strategic Learning Process; (1664BC) Implementing a Balanced Scorecard Management Program; (1825BC) Appendix: Building a Balanced Scorecard.   Add   View  27 pp.  Achieving Strategic Alignment: From Top to Bottom Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 08/02/1996 Product Type: HBS Press Chapter HBS Number: 1661BC Geographic Setting: Sweden; United States Industry Setting: Insurance industry; Petroleum industry Subjects: Communication strategy; Compensation; Goal setting; Rewards; Teams Academic Discipline: Competitive strategy Product Description: Implementing strategy begins by educating and involving the people who must execute it. By communicating the strategy and by linking it to personal goals, the Balanced Scorecard creates a shared understanding and commitment among all organizational participants. Describes how organizations have used the Balanced Scorecard to communicate their new strategies to all employees, aligning departmental, team, and individual goals to successful implementation of the strategy. May be used with: (1652BC) Measurement and Management in the Information Age; (1653BC) Why Does Business Need a Balanced Scorecard?; (1654BC) Financial Perspective; (1655BC) Customer Perspective; (1657BC) Learning and Growth Perspective; (1658BC) Linking the Balanced Scorecard Measures to Your Strategy; (1659BC) Structure and Strategy; (1662BC) Targets, Resource Allocation, Initiatives, and Budgets; (1663BC) Feedback and the Strategic Learning Process; (1664BC) Implementing a Balanced Scorecard Management Program; (1825BC) Appendix: Building a Balanced Scorecard; (1656BC) Internal-Business-Process Perspective.   Add   View  28 pp.  Targets, Resource Allocation, Initiatives, and Budgets Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 08/02/1996 Product Type: HBS Press Chapter HBS Number: 1662BC Geographic Setting: United States Industry Setting: Industrial goods, machinery & equipment industries; Manufacturing industries Subjects: Alignment; Balanced scorecard; Integration planning; Strategic initiatives; Stretch goals Academic Discipline: Competitive strategy Product Description: Managers should use their Balanced Scorecard to implement an integrated strategy and budgeting process. The business must align its financial and physical resources to the strategy. Introduces a four-step process for using the Balanced Scorecard to integrate long-range strategic planning and operational budgeting processes, including instruction on the importance of setting stretch targets and identifying critical cross-business initiatives. May be used with: (1652BC) Measurement and Management in the Information Age; (1653BC) Why Does Business Need a Balanced Scorecard?; (1654BC) Financial Perspective; (1655BC) Customer Perspective; (1656BC) Internal-Business-Process Perspective; (1657BC) Learning and Growth Perspective; (1658BC) Linking the Balanced Scorecard Measures to Your Strategy; (1659BC) Structure and Strategy; (1661BC) Achieving Strategic Alignment: From Top to Bottom; (1663BC) Feedback and the Strategic Learning Process; (1664BC) Implementing a Balanced Scorecard Management Program; (1825BC) Appendix: Building a Balanced Scorecard.   Add   View  24 pp.  Feedback and the Strategic Learning Process Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 08/02/1996 Product Type: HBS Press Chapter HBS Number: 1663BC Geographic Setting: United States Industry Setting: Engineering Subjects: Cross functional teams; Organizational learning; Peer reviews; Problem solving; Service profit chain; Strategic management Academic Discipline: Competitive strategy Product Description: The capacity for organizational learning at the executive level (or what is referred to as strategic learning) is perhaps the most innovative aspect of the Balanced Scorecard. Examines a process of feedback, analysis, and reflection that tests and adapts the strategy to emerging conditions, closing the circle of a complete strategic management system. May be used with: (1652BC) Measurement and Management in the Information Age; (1653BC) Why Does Business Need a Balanced Scorecard?; (1654BC) Financial Perspective; (1655BC) Customer Perspective; (1656BC) Internal-Business-Process Perspective; (1657BC) Learning and Growth Perspective; (1658BC) Linking the Balanced Scorecard Measures to Your Strategy; (1659BC) Structure and Strategy; (1661BC) Achieving Strategic Alignment: From Top to Bottom; (1662BC) Targets, Resource Allocation, Initiatives, and Budgets; (1664BC) Implementing a Balanced Scorecard Management Program; (1825BC) Appendix: Building a Balanced Scorecard.   Add   View  24 pp.  Implementing a Balanced Scorecard Management Program Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 08/02/1996 Product Type: HBS Press Chapter HBS Number: 1664BC Geographic Setting: United States Industry Setting: Insurance industry; Retail industry Subjects: Business plans; Defects; Feedback; Learning; Strategic management; Strategy formulation Academic Discipline: Competitive strategy Product Description: Companies initially adopt the Balanced Scorecard for a variety of reasons, including clarifying and gaining consensus on strategy, focusing organizational change initiatives, developing leadership capabilities at strategic business units, and gaining coordination and economies across multiple business units. Follows the evolutionary path followed by two organizations, National Insurance and Kenyon Stores, to build a new strategic management system, identifying the pitfalls some organizations have encountered in developing a Balanced Scorecard, and providing recommendations for organizing the development and implementation of a scorecard project. May be used with: (1652BC) Measurement and Management in the Information Age; (1653BC) Why Does Business Need a Balanced Scorecard?; (1654BC) Financial Perspective; (1655BC) Customer Perspective; (1656BC) Internal-Business-Process Perspective; (1657BC) Learning and Growth Perspective; (1658BC) Linking the Balanced Scorecard Measures to Your Strategy; (1659BC) Structure and Strategy; (1661BC) Achieving Strategic Alignment: From Top to Bottom; (1662BC) Targets, Resource Allocation, Initiatives, and Budgets; (1663BC) Feedback and the Strategic Learning Process; (1825BC) Appendix: Building a Balanced Scorecard.   Add   View  20 pp.  Appendix: Building a Balanced Scorecard Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 08/02/1996 Product Type: HBS Press Chapter HBS Number: 1825BC Geographic Setting: United States Industry Setting: Industrial goods; Manufacturing industries; Petroleum industry; Retail industry Subjects: Clarity; Consensus; Focus; Implementation; Interventions Academic Discipline: Competitive strategy Product Description: Constructing an organization's first Balanced Scorecard can be accomplished by a systematic process that builds consensus and clarity about how to translate a unit's mission and strategy into operational objectives and measures. Guides the reader through a step-by-step process for building a successful Balanced Scorecard, from establishing initial objectives to determining a time frame for implementation. May be used with: (1652BC) Measurement and Management in the Information Age; (1653BC) Why Does Business Need a Balanced Scorecard?; (1654BC) Financial Perspective; (1655BC) Customer Perspective; (1656BC) Internal-Business-Process Perspective; (1657BC) Learning and Growth Perspective; (1658BC) Linking the Balanced Scorecard Measures to Your Strategy; (1659BC) Structure and Strategy; (1661BC) Achieving Strategic Alignment: From Top to Bottom; (1662BC) Targets, Resource Allocation, Initiatives, and Budgets; (1663BC) Feedback and the Strategic Learning Process; (1664BC) Implementing a Balanced Scorecard Management Program.    The Execution Premium: Linking Strategy to Operations for Competitive Advantage   Add   View  35 pp.  Introduction: Linking Strategy to Operations for Competitive Advantage Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 08/04/2008 Product Type: HBS Press Chapter HBS Number: 7678BC Subjects: Balanced scorecard; Performance measurement; Process improvement; Strategy alignment; Strategy execution Academic Discipline: Competitive strategy Product Description: In spite of increased adoption of strategy execution systems in recent years, strategy development and the links between strategy and operations remain ad hoc, varied, and fragmented. Having a comprehensive and integrated management system — with the Balanced Scorecard at its core — can help companies overcome the difficulties and frustration that most of them experience when attempting to implement their strategies.   Add   View  36 pp.  Develop the Strategy: The Starting Point for Strategy Execution Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 08/04/2008 Product Type: HBS Press Chapter HBS Number: 7685BC Subjects: Balanced scorecard; Corporate vision; Mission statements; Process improvement; Strategy analysis; Strategy execution; Strategy formulation; Values Academic Discipline: Competitive strategy Product Description: Having a comprehensive and integrated management system, with the Balanced Scorecard at its core, can help companies through the strategy execution process. This chapter contains a detailed description of the first steps in the strategy development process: clarifying the organization's mission, values, and vision; conducting strategic analyses; and formulating the strategy.   Add   View  35 pp.  Plan the Strategy: Aligning the Organization for Effective Strategy Execution Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 08/04/2008 Product Type: HBS Press Chapter HBS Number: 7686BC Subjects: Balanced scorecard; Goal setting; Process improvement; Strategy alignment; Strategy execution; Strategy maps Academic Discipline: Competitive strategy Product Description: The process of planning an organization's strategy converts statements of strategic direction into specific objectives, measures, targets, initiatives, and budgets that guide action and align the organization for effective strategy execution. This chapter addresses the translation of the strategy into a strategy map, built around strategic themes, and an associated Balanced Scorecard of measures and targets for each of the map's strategic objectives.   Add   View  24 pp.  Strategic Initiatives: Launching the Strategy into Motion Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 08/04/2008 Product Type: HBS Press Chapter HBS Number: 7687BC Subjects: Balanced scorecard; Performance measurement; Process improvement; Strategy alignment; Strategy execution Academic Discipline: Competitive strategy Product Description: Strategic initiatives are the collections of short-term discretionary projects and programs, outside the organization's day-to-day operational activities, that are designed to help the organization achieve its targeted performance. They also help accelerate an organizational mass into action and overcome inertia and resistance to change. This chapter discusses three processes involved in managing a portfolio of strategic initiatives: selecting initiatives, providing resources for them, and assigning accountability for executing them.   Add   View  34 pp.  Aligning Organizational Units and Employees: A Critical Step in the Strategy Execution Process Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 08/04/2008 Product Type: HBS Press Chapter HBS Number: 7688BC Subjects: Balanced scorecard; Performance measurement; Process improvement; Strategy alignment; Strategy execution Academic Discipline: Competitive strategy Product Description: A truly effective management system for aligning business unit strategy with operations must address how strategy is integrated across diverse organizational units, and how to align employees with the strategy. This chapter describes the best practices companies use to align business units, support units, and employees to strategy.   Add   View  30 pp.  Plan Operations: Align Process Improvement Programs Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 08/04/2008 Product Type: HBS Press Chapter HBS Number: 7690BC Subjects: Balanced scorecard; Performance measurement; Process improvement; Strategy alignment; Strategy execution Academic Discipline: Competitive strategy Product Description: Performance that depends on the power of individual leaders has generally proven unsustainable over the long term. Unless an organization links its strategy to its governance and operational processes, it won't be able to sustain its successes. This chapter discusses the linkage of strategy to process improvements.   Add   View  37 pp.  Plan Operations: Sales Forecasts, Resource Capacity, and Dynamic Budgets Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 08/04/2008 Product Type: HBS Press Chapter HBS Number: 7689BC Subjects: Balanced scorecard; Budgeting; Economic forecasts; Performance measurement; Process improvement; Strategy alignment; Strategy execution Academic Discipline: Competitive strategy Product Description: This chapter presents an integrated approach for linking the strategic plan to forecasts for spending on operating and capital resources, which accounts for the vast majority of overall corporate spending. This process ensures that resource capacity, operational plans, and budgets reflect the direction and needs of the strategy.   Add   View  31 pp.  Operational and Strategy Review Meetings: Keeping the Organization on a Strategic Trajectory for Breakthrough Performance Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 08/04/2008 Product Type: HBS Press Chapter HBS Number: 7691BC Subjects: Balanced scorecard; Meetings; Performance measurement; Process improvement; Strategy alignment; Strategy analysis; Strategy execution Academic Discipline: Competitive strategy Product Description: With strategy and operational plans in place, the enterprise embarks on executing the strategy: producing and delivering products and services to customers, implementing initiatives, and improving processes. However, like mission control after a spaceship has been launched, the enterprise needs to continually monitor and adjust its performance to achieve strategic objectives. Managers guide the enterprise by holding a structured set of meetings that deal with operational and improvement programs and review the strategy and adjust or transform it as needed.   Add   View  31 pp.  Meetings to Test and Adapt the Strategy Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 08/04/2008 Product Type: HBS Press Chapter HBS Number: 7692BC Subjects: Balanced scorecard; Executive committees; Performance measurement; Process improvement; Strategy alignment; Strategy analysis; Strategy execution Academic Discipline: Competitive strategy Product Description: Apart from a company's ability to execute its strategy, it cannot be certain that the assumptions and hypotheses underlying the strategy are valid. A principal benefit of implementing a strategy with a Balanced Scorecard is that a company can use the scorecard data to periodically assess whether its strategic hypotheses are holding up. Strategy testing and adapting meetings are designed for the executive team to learn about the validity of the strategy — not only its execution — and to modify and adapt the strategy over time.   Add   View  25 pp.  The Office of Strategy Management: Integrating Your Organization’s Strategy Management Processes Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 08/04/2008 Product Type: HBS Press Chapter HBS Number: 7693BC Subjects: Balanced scorecard; Performance measurement; Process improvement; Strategy alignment; Strategy execution Academic Discipline: Competitive strategy Product Description: Most organizational processes are assigned to owners who run them and are accountable for their performance. But few organizations identify an individual or department to run the multiple linked processes of the strategy execution system. In high-performing companies, the need has been unearthed for an “office of strategy management.” The OSM is the architect, the process owner, and integrator of the processes embedded within the strategic planning and operational execution management system.    The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail   Add   View  21 pp.  Introduction: Why Good Companies Fail to Thrive in Fast-Moving Industries Author(s): Christensen, Clayton M. Publication Date: 06/11/1997 Product Type: HBS Press Chapter HBS Number: 1713BC Subjects: Capabilities; Academic Discipline: Competitive strategy Product Description: Looks at why well-managed companies that have their competitive antennae up, listen to their customers, and invest aggressively in new technologies still lose market dominance. Introduces the concepts of sustaining and disruptive technologies, the tensions between them, and the need for successful companies to manage their innovation efforts in the context of continuous disruptive competition. May be used with: (1548BC) How Can Great Firms Fail? Insights from the Hard Disk Drive Industry; (1549BC) Value Networks and the Impetus to Improve; (1550BC) Disruptive Technological Change in the Mechanical Excavator Industry; (1551BC) What Goes Up, Can't Go Down (How Successful Companies Become Increasingly Vulnerable); (1552BC) Give Responsibility for Disruptive Technologies to Organizations Whose Customers Need Them; (1553BC) Match the Size of the Organization to the Size of the Market; (1556BC) Discovering New and Emerging Markets; (1557BC) How to Appraise Your Organization's Capabilities and Disabilities; (1558BC) Performance Provided, Market Demand, and the Product Life Cycle; (1559BC) Managing Disruptive Technological Change: A Case Study; (1560BC) The Dilemmas of Innovation: A Summary.   Add   View  28 pp.  How Can Great Firms Fail? Insights from the Hard Disk Drive Industry Author(s): Christensen, Clayton M. Publication Date: 06/11/1997 Product Type: HBS Press Chapter HBS Number: 1548BC Industry Setting: Hard disk drive Subjects: Computer hardware; Disruptive innovations; Disruptive technologies; Sustaining innovations; Technological change Academic Discipline: Competitive strategy Product Description: The disk drive industry is ideal for studying patterns of business failure, because rich data exist about it and because it has a particularly fast life cycle. In a matter of a few years, market segments, companies, and technologies emerge, mature, and decline. Companies with apparently sound management practices fall prey to disruptive innovators who grab their market share and precipitate their decline. Outlines the history of the industry and shows how new entrants to the industry repeatedly unseat incumbents. May be used with: (1549BC) Value Networks and the Impetus to Improve; (1550BC) Disruptive Technological Change in the Mechanical Excavator Industry; (1551BC) What Goes Up, Can't Go Down (How Successful Companies Become Increasingly Vulnerable); (1552BC) Give Responsibility for Disruptive Technologies to Organizations Whose Customers Need Them; (1553BC) Match the Size of the Organization to the Size of the Market; (1556BC) Discovering New and Emerging Markets; (1557BC) How to Appraise Your Organization's Capabilities and Disabilities; (1558BC) Performance Provided, Market Demand, and the Product Life Cycle; (1559BC) Managing Disruptive Technological Change: A Case Study; (1560BC) The Dilemmas of Innovation: A Summary; (1713BC) Innovator's Dilemma: Introduction: (Why Companies Need to Understand and Manage the Forces of Disruptive Innovation).   Add   View  33 pp.  Value Networks and the Impetus to Innovate Author(s): Christensen, Clayton M. Publication Date: 06/11/1997 Product Type: HBS Press Chapter HBS Number: 1549BC Subjects: Technological change; Value chains Academic Discipline: Competitive strategy Product Description: Why do leading firms frequently stumble when confronting technology change? Most explanations focus on management or organizational issues. Proposes another theory, based on the concept of a value network — the context within which a firm identifies and responds to customers' needs, solves problems, procures input, reacts to competitors, and strives for profit. May be used with: (1548BC) How Can Great Firms Fail? Insights from the Hard Disk Drive Industry; (1550BC) Disruptive Technological Change in the Mechanical Excavator Industry; (1551BC) What Goes Up, Can't Go Down (How Successful Companies Become Increasingly Vulnerable); (1552BC) Give Responsibility for Disruptive Technologies to Organizations Whose Customers Need Them; (1553BC) Match the Size of the Organization to the Size of the Market; (1556BC) Discovering New and Emerging Markets; (1557BC) How to Appraise Your Organization's Capabilities and Disabilities; (1558BC) Performance Provided, Market Demand, and the Product Life Cycle; (1559BC) Managing Disruptive Technological Change: A Case Study; (1560BC) The Dilemmas of Innovation: A Summary; (1549BC) Value Networks and the Impetus to Improve; (1713BC) Innovator's Dilemma: Introduction: (Why Companies Need to Understand and Manage the Forces of Disruptive Innovation).   Add   View  18 pp.  Disruptive Technological Change in the Mechanical Excavator Industry Author(s): Christensen, Clayton M. Publication Date: 06/11/1997 Product Type: HBS Press Chapter HBS Number: 1550BC Subjects: Disruptive technologies; Academic Discipline: Competitive strategy Product Description: Explores changes in the mechanical excavator industry, particularly with the advent of hydraulics. Despite the fact that this industry moves at a very different pace and technological intensity than the disk drive industry, the same factors precipitated the failure of both industries to remain competitive in the face of rapid technological change. May be used with: (1548BC) How Can Great Firms Fail? Insights from the Hard Disk Drive Industry; (1549BC) Value Networks and the Impetus to Improve; (1551BC) What Goes Up, Can't Go Down (How Successful Companies Become Increasingly Vulnerable); (1552BC) Give Responsibility for Disruptive Technologies to Organizations Whose Customers Need Them; (1553BC) Match the Size of the Organization to the Size of the Market; (1556BC) Discovering New and Emerging Markets; (1557BC) How to Appraise Your Organization's Capabilities and Disabilities; (1558BC) Performance Provided, Market Demand, and the Product Life Cycle; (1559BC) Managing Disruptive Technological Change: A Case Study; (1560BC) The Dilemmas of Innovation: A Summary; (1713BC) Innovator's Dilemma: Introduction: (Why Companies Need to Understand and Manage the Forces of Disruptive Innovation).   Add   View  21 pp.  What Goes Up, Can’t Go Down: How Successful Companies Become Increasingly Vulnerable Author(s