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Strategy P. 1

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  • Open Strategy: Mastering Disruption from Outside the C-Suite

    How smart companies are opening up strategic initiatives to involve front-line employees, experts, suppliers, customers, entrepreneurs, and even competitors.

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  • Small Stake, Big Voice

    Having a minority stake in a business partnership doesn’t always mean having fewer rights.

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  • Great Strategy Looks Beyond Traditional Stakeholders

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

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  • Why Good Arguments Make Better Strategy

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

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  • How to Reduce the Risk of Colliding Change Initiatives

    New research points to consistency as a pivotal success factor when companies launch concurrent change initiatives.

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  • Negotiating Acquisitions and Partnerships

    Leadership Collection How can leaders increase their odds of having successful negotiations? This collection of articles from MIT Sloan Management Review examines the many stages of negotiation, from evaluating potential partners and valuing the deal to providing protection from lies during the bargaining process and managing the ongoing relationship.

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  • The Right Way to Mix and Match Your Customers

    Understanding patterns of demand across your customer base can help smooth out costly spikes and slumps.

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  • How COVID-19 Will Change the Geography of Competition

    Three trends are reshaping global strategy and operations for the world’s largest companies.

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  • Sharpen Your Strategic Thinking

    Critical thinking — meaning the ability to transcend bias and partial information to draw from objective analysis of facts to form a judgment — is one of the more challenging skills for managers to cultivate. This collection of articles from MIT Sloan Management Review examines the ways to use data to supplement instinct, the importance of looking out for potentially important weak signals, and the ways to incorporate critical thinking into an organization overall.

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  • How to Bring ESG Into the Quarterly Earnings Call

    Corporate leaders should put environmental, social, and governance issues at the center of the quarterly earnings call.

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