Competitive Strategy

Corporate learning programs should focus on the CEO’s strategic agenda rather than how learning is delivered.

Elon Musk, founder of Tesla Motors, SpaceX and SolarCity, has a noted ability to spot unmet market needs.

The 2015 Digital Business Report by MIT SMR and Deloitte identifies strategy as the key driver in the digital arena.

To prepare for digital disruption, companies need to consider which of four business models to adapt.

National diversity of top management should be a topic of conversation for boards of directors.

The Summer 2015 issue of MIT SMR highlights how digital business plays out in strategy, innovation and business transformation.

Across a broad swath of industries, multinationals are losing ground in emerging markets to local players.

Not every company needs to be built around a strong brand, exceptional talent or exclusive technology.

Companies that are experienced in using analytics successfully offer five lessons for corporate leaders.

It’s smart to be on good terms with former employees. Recent research highlights the upside to following competitors’ former employees, too.

Here’s a strategic angle that most businesses don’t think about: how they can use the law to secure strategic business goals.

Measuring sustainability’s impact on revenue, productivity and risk would speak to mainstream investors.

Misguided attempts to improve satisfaction can damage a company’s financial health.

What does it take to transform an organization before a crisis hits?

John Schulz discusses how AT&T used the company’s energy and water use data to help reduce consumption.

Some well-known companies have stumbled in e-commerce in China. To succeed requires new thinking.

The experiences of Apple’s iPhone and Google’s Gmail offer four keys for entering platform markets.

Warehouse stores like Sam’s Club and Costco charge customers a fee to shop there. Should more companies borrow the idea?

The single best question companies should ask themselves is what megatrends are coming around the corner.

Managers must figure out when it’s best to pursue strategies of position, leverage or opportunity.