When two brains would be a bonus: Concentrating on current success can be risky

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Once‐powerful old‐established companies have been swept away by newcomers with something fresh to offer and more nimble ways of getting it to market. The stakes have never been higher and consequently the need for management structures to be receptive enough to recognize when change is needed and agile enough to make those changes fast.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

Citation

(2013), "When two brains would be a bonus: Concentrating on current success can be risky", Strategic Direction, Vol. 29 No. 4, pp. 20-22. https://doi.org/10.1108/02580541311311276