Strategy

Considering the increasing pace of technological change and volatility in many industries, the need for corporate transformation is rising. Unfortunately, the chance of successfully achieving it is falling.

Research indicates that the reason women aren’t making more rapid inroads on corporate boards is that few have reached the most influential board leadership positions. Although more women are on boards now than 10 years ago, very few have been promoted to a post that would give them influence beyond their seat at the table.

It’s common practice to develop a handful of strategic priorities to focus strategy — but formulated correctly, they’re also useful communication tools for both internal and external stakeholders. Clear, credible priorities linked to explicit metrics offer a framework for assessing progress toward the company’s goals, in a way that abstractions like vision or mission cannot.

When you’re developing a strategy for a new business, testing assumptions in your plan in a logical order gives you the best chance to make course corrections early — and not waste time and money.

Many of today’s most successful companies are able to leverage business model scalability to achieve profitable growth. Executives need to factor scalability attributes into their business model design, or they risk being left behind.

There are four different pathways that businesses can take to become top performers in the digital economy. Leadership’s role is to determine which pathway the company should pursue – and how aggressively to move.

The sharing economy isn't all bad news for manufacturers of big ticket items such as cars. Research from Carnegie Mellon and UC Berkeley says that manufacturers will sometimes be able to charge higher prices to customers who are planning to rent out those goods. In a Q&A, one researcher says that when there’s heterogeneity in the market, meaning both a high-usage population and a low-usage population, circumstances are ripe for “a win-win-win for the borrower, the owner, and the manufacturer.”

Responding to a recently published essay, an MIT SMR reader pushed back against the view that managers must prepare for radical and rapid change in a digital world; he argued that this position may be overly alarmist. The discussion continues.

Executives often look at the network effects of digital platforms as a key source of competitive advantage — without understanding that platforms need to also leverage other factors at play in the local markets and among preferred customers. Network effects can help, but on their own, they offer very limited competitive value.