bluuebunny/crossref_metadata_2025_split huggingface dataset:
Overcoming the barriers to effective innovation
Authors: Loewe Pierre , Dominiquini Jennifer 
Published: January 2007

PurposeThis article offers three key pieces of advice for companies that aspire to be successful serial innovators: don't just treat the symptoms. Don't only act on one root cause. Don't blindly copy best practices.Design/methodology/approachExplains how to conduct an “innovation diagnostic” to pinpoint your company's specific innovation issues and opportunities and how to build a tailored action plan to address your company's most critical issues.FindingsThe study found that companies that act systemically on all four root causes of innovation blockages have the best chance of success.Practical implicationsCompanies that aspire to be successful innovators need to act on the root causes of innovation failure found in four areas: leadership behaviors, management processes, people and skills, and culture and values.Originality/valueExplains why innovation dysfunctionality is systemic problem, not one that can be quick fixed with a few new techniques such as stage gates and idea generation sessions.
How storytelling can drive strategic change
Authors: Adamson Gary , Pine Joe , Van Steenhoven Tom , Kroupa Jodi 
Published: January 2007

PurposeThe authors advocate making storytelling an integral tool of corporate strategy. Stories create the experience that lets strategy be understood at a personal level. In order to be effective, strategy must not just inform, it must. And people are never inspired by reason alone.Design/methodology/approachA case study of the development and presentation of a strategic story – one designed to describe the future of San Juan Regional. It became known as “The Raiders of the Lost Art.”FindingsAccording the CEO of San Juan Regional: “We learned a whole new way for management and employees to work together to make dramatic new things happen. So we have committed to this type of storytelling and feedback to be done every 18 months.”Research limitations/implicationsResearch on the success of companies implementing strategic change using the storytelling tool vs. those that rely on an analytical presentation would be valuable.Practical implicationsIf you want your change message to actually take hold – if you want it to transform how things are done in your world – then weave your message about the new strategy into a compelling and memorable story.Originality/valueWhen more leaders immerse their employees in compelling and inspirational strategy stories, more companies will achieve their change goals.
Ten steps to get more business value from knowledge management
Authors: Denning Stephen 
Published: January 2007

PurposeAs firms once again come to see knowledge management as central to having an effective, efficient organization, executives should address the problem of how the firm can capture the promise of knowledge management while sidestepping the pitfalls. This article aims to offer steps to overcome this problem.Design/methodology/approachBased on his experience and that of other experts, the author offers ten practical steps for an executive to take to exploit the true potential of knowledge management.FindingsThe article suggests that if these ten basic principles are followed, managers should be able to capture much of knowledge management's potential while avoiding its most serious pitfalls.Practical implicationsThe article explains how to use metrics, narratives, incentives, goals, and cultural change to support knowledge management.Originality/valueThe article provides an overview of the actions–technological, cultural and procedural–that leaders can take to get greater value out of knowledge. These include finding better ways to identify, gather, share and exploit the knowledge that the firm may possess or can create, access, or develop.
Using tactical intelligence to help inform strategy
Authors: Culver Martha 
Published: January 2007

PurposeThe purpose of this article is to show how operationally specific, “down in the trenches” competitive intelligence can help inform and contribute to a much higher‐level view of the competitive arena that can inform company strategy.Design/methodology/approachThe article presents a practical application based on various tactical intelligence methodologies, such as win/loss analysis, primary intelligence collection, etc.FindingsBy analyzing it at a higher level, CI practitioners and strategists can use tactical intelligence to help support strategy development, not just day‐to‐day company operations.Practical implicationsThe article shows managers how to use tactical intelligence to help inform strategy.Originality/valueThis article takes very operationally specific, “down in the trenches” intelligence and shows how it can help inform and contribute to a much higher‐level view of the competitive marketplace. Many people tend to think of tactical intelligence as low‐value data or information. This article shows that if managers connect the dots of tactical intelligence and use this analysis to help inform strategy, they have a better chance of reacting to and anticipating major events without being blindsided.
Interview: the leader's handbook to the future
Authors: Randall Robert M. 
Published: January 2007

PurposeBill Ralston and Ian Wilson have written a unique resource for corporate leaders – The Scenario Planning Handbook: Developing Strategies in Uncertain Times (Thomson/Southwestern, 2006). Strategy & Leadership editor Robert M. Randall interviewed them to ask, for example, Why does scenario planning deserve special top management attention?Design/methodology/approachThe interview covers such topics as: Do executives really need to get involved with the nuts and bolts of scenario development? Will that really help them with the management of strategy which is clearly their prime responsibility?FindingsThe authors of the Handbook believe that scenario planning is an excellent way to “rehearse the future.” By thinking continuously about the future, and how a business might react to major changes, managers will be better prepared to respond quickly to extraordinary events when they do occur.Practical implicationsScenario planning can lead to true organizational learning if leaders facilitate four developments: executives, managers and staff must become convinced that long‐term, superior performance of the organization depends on anticipating and responding to future events, discontinuities, innovations and trends better than the competition; information – about internal and external developments –must flow freely so that the seeds of new businesses can grow as existing businesses compete aggressively for market share; the organization must acquire or develop competencies in external‐environment intelligence, technology innovation, planning under uncertainty, experimenting with new products and services, and executing change; and effective processes must be developed for scanning and monitoring, scenario planning, technology innovation, and decision‐making under uncertainty.Originality/valueThis interview taps the experience the two scenario planning consultants have accumulated from working on scenario projects over several decades.
Using scenarios to improve marketing
Authors: Curry Andrew , Ringland Gill , Young Laurie 
Published: January 2007

PurposeThe paper explains how scenarios can be used to create alternative models of markets in way that is useful to marketing managers and the product development team.Design/methodology/approachThe paper outlines the how‐to process for developing and using marketing scenarios.FindingsThe paper finds that marketing scenarios can help leaders improve their understanding of future customer behavior; be used with focus groups to test reactions to different products in varying future contexts; be translated into physical environments that help focus groups to “live” in the future; be useful in developing brand strategy and in testing the sustainability of brands; uncover a wider range of choices than those perceived by competitors, facilitating customer preference and longer‐term relationships and explore uncertainty and can help to anticipate new value propositions.Practical implicationsOne of the benefits of shorter‐term scenarios is that rather than pointing marketers towards a range of alternative possible industry futures, they are more likely to steer them towards a range of developing market opportunities. Several of the scenarios are likely to play out at the same time in different parts of the market. This means they can help marketers to identify both the sectors where their offering can be competitive and the sectors where it will flounder.Originality/valueThe paper presents several advantages of using marketing analysis tools to analyze a number of potential futures: for example, to gain a perspective beyond the current ones (timeframe, markets, organizational); and also to provide a framework for a discussion of priorities and assumptions that have all ready been made in the organization's “official future.”
How leaders use Zero‐Gravity Thinkers to stimulate innovation
Authors: Barton Rabe Cynthia 
Published: January 2007

PurposeThe paper aims to ask “Why is repeated innovation success so elusive?” The conclusion being that there is ample evidence to suggest that the hard‐won experience and best practices that were the cornerstone of past innovation success can be a hindrance on the next try.Design/methodology/approachHow does an established organization simultaneously escape from and use its accumulated knowledge? The paper describes a solution which the author implemented at Intel: introducing Zero‐Gravity Thinkers to company teams looking for innovative solutions to challenges.FindingsThe paper finds that although much has been written about the innovation‐enhancing power of “outsiders” and “different thinkers”, the Zero‐Gravity Thinker role that evolved on the Intel teams had very specific traits.Practical implicationsTo be effective, Zero‐Gravity Thinkers must be temporary (never permanent) team members with three characteristics – psychological distance from the team, renaissance tendencies (strong intellectual curiosity combined with an inventive/creative streak), and related expertise (knowledge relevant to the particular challenge).Originality/valueThe paper defines three practices leaders can use to make a collaborative effort with a Zero‐Gravity Thinker successful.
Michael Porter and Elizabeth Teisberg on redefining value in health care: an interview
Authors: Davidson Alistair , Randall Robert M. 
Published: January 2007

PurposeThe aim of this paper is to discover the views of Michael Porter and Elizabeth Teisberg on redefining value in health care.Design/methodology/approachThe paper is in the form of an interview with Michael Porter and Elizabeth Teisberg with reference to their book Redefining Health Care: Creating Value‐based Competition on Results.FindingsThe paper reveals the subjects of cost, quality and access have reached crisis proportions in health care services and thus a value‐based competition approach would alleviate this.Originality/valueThe interview provides useful information on the redefinition of value in health care
Recruiting and educating a board that can add value to strategy
Authors: Early Stewart 
Published: January 2007

PurposeMost strategists would likely agree with the statement that company boards need to have a good understanding of corporate and business unit strategy in order to contribute to and oversee decision making. Recent McKinsey research suggests, however, that a majority of senior executives do not believe the board members adequately understand company strategy. This paper aims to investigate what is the best way to educate a board so it will be knowledgeable about strategy.Design/methodology/approachThe paper compares and contrasts two sets of best practices for educating a board so that its members can add greater value to strategy making – advice in the current McKinsey Quarterly and that of David Nadler, author of Building Better Boards.FindingsThe paper concluded that the prescriptions of the McKinsey authors Dennis Carney and Michael Patsalos‐Fox are helpful, but consultant David Nadler offers a more comprehensive explanation in Building Better Boards.Practical implicationsSome key practices worth considering: raise strategy's profile in board work. Surprisingly no US company has a board committee devoted to the formulation and review of strategy; populate the board with at least three to four members who have industry expertise in the core business and market conditions the company faces; and reform board processes. To keep pace with change, CEOs should lead regular strategy updates at least every other board meeting.Originality/valueBy synthesizing the practical suggestions from the two sources, companies can put together a package of best practices.
Periscopic media tour
Authors: Henry Craig 
Published: January 2007

PurposeOver a two‐month period, the editor of this review has searched worldwide for the most interesting and useful media articles on the topic of strategic management.Design/methodology/approachIn addition to his own finds, the editor sorted through suggestions by a team of veteran top managers and senior academics.FindingsThe result is a surprisingly diverse set of media articles about strategy and leadership on such topics as promoting innovation, knowledge bridging, enabling change management, capitalism in failed states, building the no‐brand company, estimating the value of IT and the ignorance of crowds.Practical implicationsURL links and references have been provided for the articles so that managers can easily follow up this quick scan of the media by reading the articles in full.Originality/valueProvides a snapshot of what managers are reading and a guide to trends and fresh thinking.
Finally, a strategic way to cut unnecessary SKUs
Authors: Byrne Bob 
Published: January 2007

PurposeThe article offers a radically different and truly strategic approach to SKU optimization.Design/methodology/approachThe author has put together an innovative approached base on recycling and reapplying tested methodology – such as customer preferences and customer switching behavior – to achieve the removal of unneeded products from the portfolio.FindingsThis new methodology holds the prospect for a portfolio transformation, brand enhancement and significant cost reductionPractical implicationsDesigned to eliminate high‐volume but unnecessary SKUs, this approach is based on three principles: Only products that score well with consumers are keepers; and those that don't score highly can be targeted for elimination. Identify which SKUs serve unique channels. Conduct a failed‐product elimination process.Originality/valueThis is the first truly strategic approach to ending SKU proliferation, a cause of substantial wasted resources.
Reaping value from intellectual property: DuPont's strategic approach achieves global growth
Authors: Sterling John , Murray Charles D. 
Published: January 2007

PurposeExplains how companies can learn from the best practices DuPont uses to aggressively manage its intellectual property and grow its licensing revenues.Design/methodology/approachThis case extracts three key success factors from the DuPont approach and describes how they are applied in practice.FindingsAt a strategic level, companies need to have a corporate level commitment to capturing and growing value from its intellectual assets – a proactive approach, not a passive, opportunistic approach. Companies need to focus resources on facilitating the creation of licensing revenue growth – either centrally, as at DuPont, or within every substantial business unit that “owns” licensable intellectual assets. And, companies need to create incentives for business units to devote attention and resources to its intellectual property portfolio.Practical implicationsSmaller technology companies have a strong motivation to aggressively manage their intellectual property and grow their licensing revenues, because scale and the related networks that scale creates enhance a company's ability to capture future growth and value from its IP portfolio.Originality/valueAll companies with valuable intellectual property can learn from the best practices of the industry leaders.
Preparing for China's next great leap
Authors: Gadiesh Orit , di Paola Paul , Caruso Luca , Chung Leung Oi 
Published: January 2007

PurposeAlert global firms that China plans to become an incubator for top companies rather than simply a low‐cost manufacturing base.Design/methodology/approachOutline the strategies for MNCs to penetrate China's expanding market and defend their global position.FindingsMNCs have figured out the six keys to success: differentiate your products, bring production costs down in line with local cost structures, design offerings for local tastes, create smart partnerships, develop close government relationships and hire strong, “China‐fluent” management, both local and expatriate.Practical implicationsActions for MNCs to take: Develop Chinese toehold operations into self‐standing and profitable units. Dramatically reset the standards for cost competitiveness. Protect the value segments in your core markets. Treat human resource management as a strategic global function. Accelerate and globalize R&D. Ensure that each business is delivering what it promises to core customers.Originality/valueAssesses the strategic strengths and weakness of MNCs and potential Chinese rivals.
Othersourcing: technological outsourcing
Authors: Brown Arnold 
Published: January 2007

PurposeIncreasingly over the next decade corporate leaders will have to deal with the political and social fallout of othersourcing – the ability to have work done by robots and computer programs.Design/methodology/approachProvides examples of this othersourcing trend in every kind of business, and also in government, military, and non‐profit activities as well.FindingsPeople will increasingly be on their own, in competition with software, robots, foreigners, newly engineered systems, unexpected competition, do‐it‐yourself customers and other independent contactors.Practical implicationsEmployers should have a comprehensive othersourcing strategy that includes dealing with an increase in negative consequences.Originality/valueEstablishes othersourcing – a potentially massive shift of increasingly higher kinds of work to machines and software –as an even more disruptive trend than outsourcing.
Periscopic media tour
Authors: Henry Craig 
Published: January 2007

PurposeOver a two‐month period, the editor of this media review has searched worldwide for the most interesting and useful articles, blogs and books on the topic of strategic management.Design/methodology/approachIn addition to his own finds, the editor sorted through suggestions by a team of veteran top managers and senior academics.FindingsThe result is a surprisingly diverse set of media articles about strategy and leadership on such topics as Home Depot Business Tool Box, “bridging” technologies, a fully formed Web operating system, corporate chameleons, population of competing business plans, Microsoft's portfolio‐of‐experiments, law of small numbers, idiocy of crowds, FedEx Kinko's vision, vigilant leadership, Evidence‐Based Management, customization at Wal‐Mart, constraints that boost creativity.Practical implicationsURL links and references have been provided for the articles so that managers can easily follow up this quick scan of the media by reading the articles in full.Originality/valueProvides a snapshot of what managers are reading and a guide to trends and fresh thinking.
Ethical and social responsibility issues in grocery shopping: a preliminary typology
Authors: Memery Juliet , Megicks Phil , Williams Jasmine 
Published: January 2007

PurposeDespite growing awareness of ethical and social responsibility (E&SR) issues in academia and industry, investigation of their influence on consumers' buying decisions has been limited. To help fill this gap, this paper reports the findings of a preliminary investigation to establish the key E&SR factors affecting grocery shopping behaviour.Design/methodology/approachThe study drew upon existing literature in the areas of ethics, social responsibility, shopping and store image to identify the individual elements of E&SR. An exploratory qualitative study of E&SR consumers (E&SRC) was then conducted, using seven focus groups, and a typology of key factors of concern to these consumers was derived from analysis.FindingsThe findings identify seven core categories, containing seventy‐one sub‐categories. These interlink to form three main clusters: food quality and safety, human rights and ethical trading, and environmental (green) issues. Shoppers trade off these E&SR factors against standard retail purchasing factors, in particular convenience, price and merchandise range when deciding which shops to use and what products to buy.Research limitations/implicationsThe typology derived from this exploratory research may be used alongside conventional store image factors in future research, to help predict those factors that influence purchasing behaviour. Similarly, it may assist brand and retail managers in profiling, and meeting the needs of, E&SRC.Originality/valueThe research distinguishes differences in how shopper types vary in their behaviour, and proposes a set of implications for managers of the research and areas for further investigation.
A qualitative exploration of a consumer's value‐based e‐trust building process
Authors: Pennanen Kyösti , Tiainen Tarja , Luomala Harri T. 
Published: January 2007

PurposeThe purpose of this paper is to develop a value‐based framework for the consumer e‐trust building process.Design/methodology/approachThe data collection procedure consisted of two steps. The first was a brief questionnaire measuring potential informants' personal values. From this pool of potential informants, 30 were recruited for the interviews: five security‐ and five excitement‐minded consumers from three fields of electronic commerce; electronic newspapers, electronic grocery shopping, and electronic healthcare services.FindingsThe findings of the study reveal two value‐based external factors in e‐trust building that consumers perceive as risks in e‐commerce, and three value‐based behavioral patterns in e‐trust building that informants adopt to reduce perceived risks and build trust in e‐commerce. Furthermore, findings of the current study suggest that e‐trust building process is different based on individuals' personal values.Research limitations/implicationsThis study takes into account only two consumers' personal values, security and excitement, and ignores others. However, it identifies the role of the consumers' personal values in e‐trust building, and thus opens new perspectives for further e‐trust research. The study also identifies different strategies that consumers can use to build trust in e‐commerce.Originality/valueThis study opens new perspectives in e‐trust research by exploring the role of consumers' personal values in e‐trust building process. The study also provides new insights for other researchers to develop understanding on mechanisms that consumers use to build e‐trust.