Articles

Researchers have identified six distinct mindsets that contribute to leaders' portfolio of leadership styles by asking one simple question: Whom do the leaders serve? Identifying these mindsets can help companies recognize how the leader's styles are helping — or hurting — their performance.

The dramatic rise of China’s digital leaders has put the squeeze on Western internet giants. Western players must learn quickly if they are to get back in the game in the world’s fastest growing digital market.

As digital disruption expands, many legacy businesses seek partnerships with tech companies to maintain competitiveness in the digital sphere. But instead of a centralized “hub” partnership, some companies find greater success through an adaptive ecosystem model, where partners develop significant projects or innovations together. This type of strategy requires imagination and flexibility.

In the eyes of many leaders, artificial intelligence and cognitive technologies are the most disruptive forces on the horizon. But most organizations don't have a strategy to address them.

Companies marketing B2B services often like to tout their business “solutions”, but most of these address problems they think potential customers have — not the ones they actually have. To offer companies value, B2B products and services need to be outcome-oriented and meet the customer’s needs.

In response to increasing consumer demands for faster deliveries without added cost, more companies are implementing IT solutions that enable access to real-time sales data and inventory data across the whole enterprise. Real-time sales and inventory information, coupled with advanced analytics enables networks to accommodate fluctuations and changes in the business environment quickly, a quality the authors call distribution agility.

Giving people time and resources to pursue innovation projects can produce extraordinary outcomes — but only if you match your “slack strategy” to employee type. The authors found that different types of employees respond in different ways to slack innovation programs; that different kinds of slack resources are better suited to certain types of employees than others; and that different kinds of slack innovation programs produce different kinds of innovation.

Customer relationships can evolve through four stages — they can be transactional, transitional, communal, or damaged. Understanding each of these stages, using them to classify customer relationships, and tailoring CRM efforts accordingly can enable your company to better deploy its limited CRM dollars. Not all outreach efforts work equally well in all stages of a relationship. And without this kind of tailoring, you’re likely wasting some of your CRM budget.

IT alignment can produce inertia — unless it’s accompanied by the right culture. Sure, closely aligning IT with the rest of a company’s strategy can cut costs and improve the ability to collect data, facilitating the creation of early-warning systems and operational dashboards. But a less regimented approach has its place, too, allowing responses to changing business and economic conditions that are swift and creative.

To prevent email from feeling like a burden, teams should develop shared practices to enable it to help — not harm — employee productivity. This begins by developing an understanding of the relative effects of congruent vs. incongruent messages.