The global COVID-19 pandemic has created the greatest financial crisis since the Great Depression. Despite the challenges of today’s unprecedented times, there are, nonetheless, strategic principles that merit thoughtful consideration in solving today’s unprecedented problems.
Companies should leverage new cost savings, optimize critical assets, and be purposeful with building or sustaining their company culture in a digitally distributed environment, while taking into consideration the human factor more than ever before.
Readers are promised four proven techniques to create enduring value when implementing change. When applied, leaders can make a difference in more productive change efforts.
This article summarizes how prescriptive analytics techniques are used in practice by retirees to maximize retirement portfolio longevity. The authors then contribute to this applied research by assessing how the SECURE Act affects the value of a retiree’s bequest.
This case study provides a tool and methodologies used to assist public accounting firms and other financial and managerial consultants in assessing their strengths, weaknesses and GAPs for delivering quality consulting and client service that their clients seek.
The deployment of AI fits into the broader umbrella of cyber risk as part of enterprise risk identification and mitigation. It is essential for AI to address ethical issues such as data bias and to ensure AI is deployed to achieve the bottom-line and top-line goals.
A look at how a large company strategically handles competitive rivalry in order to provide practitioners with important lessons of how to strategically thrive in a competitive environment.
Many B-schools have responded to COVID-19 by increasing their online presence as a stopgap measure in the short term and potentially a long-term solution to ongoing economic challenges. These actions may not be a complete solution to the problem.
Today’s consumers are subject to social pressure to support brands that are aligned with their personal values. When firms do not conform to their customer’s values, they often find themselves the target of boycotts. Managing in the age of boycotts is something firms need to pay attention to and understand how to manage.
To create lasting strategic advantages, leaders need to consider how organizational identity, a more intangible and less mobile feature of the firm, may be used to create a sustainable competitive advantage.
While rivalry can encourage managers to increase organizational effort or output, it can also increase the likelihood of unethical behavior.
The potential for anti-competitive behavior and collusion not only exists within ecosystems, but also across ecosystems and Keystone leaders, and has the potential to not only negatively impact consumers, but also many other stakeholders of these organizations.
Each type of innovation requires different, often opposing, structures, cultures, and processes. Thus, to become ambidextrous, companies must create a balanced mix of all three, each a leg in a three-legged stool.
The once highly successful airline industry’s challenges and problems typify the difficulties being faced by many other industries as well.
Resiliencing starts with adopting a mindset that emphasizes proactivity in looking for early signs of alarms and establishing and sustaining concrete practices.