Developing Strategy

Based on a global survey, this article discusses operating-model trends at consumer-product companies.

Adapting entrepreneurial identity, adopting value-based selling, and advancing AI with an experimental approach.

In a business model based on an entrepreneur’s identity, company leaders may need to reassess who they are to respond to disruption.

Value-based selling can boost competitiveness but works best when vendors take one of three approaches.

Making your organization fit for data, enhancing value with nontraditional stakeholders, and supporting working parents.

Great strategy addresses investor and consumer interests and also recognizes the value of nontraditional stakeholders.

New research on retail profitability, the promise of platform-based business models, and retraining employees to meet revised strategic priorities.

Retailers must explore new revenue streams, monetize existing assets, and embrace a consumer-to-business mentality.

Creating consistently great business strategies demands systematic constructive debate and logical rigor.

Identifying the right change strategy, boosting stagnated skills, and managing demand fluctuations.

Companies have more options than they realize when choosing a strategy for responding to a changing environment.

Leaders can make smarter customer strategy decisions in turbulent times through sound economic and strategic thinking.

In our new spring issue: platform-based ecosystems, blockchain, data failures, and misbehaving leaders.

Conventional thinking says platforms must scale fast, but that can be unwise in the face of regulatory risk.

Workforce ecosystems can help leaders better manage changes driven by technological, social, and economic forces.

A new year is dawning. Do you know the state of your company’s alliances?

Innovating remotely, changing strategically, and piloting AI projects.

When environments are complex and dynamic, strategy is about adaptability.

Understanding the subconscious drivers of strategy, responding to regulatory risks, and making sense of conflicting advice.

Leaders’ subconscious values influence how they make decisions and achieve their goals.