Strategic frontiers: the starting‐point for innovative growth
Abstract
Purpose
To encourage top management to recognize the need for adding new value to their organizations and commit to the creation of new internal capabilities for growth via the exploration of their company's strategic frontier.
Design/methodology/approach
Explains how the CEO can select a team and initiate a project to identify strategy frontier options.
Findings
The authors’ experience suggests that the team should first explore all areas of future growth potential in and adjacent to their industry, creating a long list of potential options. Identifying a breadth of strategic frontier options is more important than a depth of information on any one option.
Research limitations/implications
More case studies of strategy frontier projects in action, with quantitative results, would be valuable.
Practical implications
The goal of this frontier team is to identify a portfolio of innovative new business opportunities that exist on the strategic frontier. It will be the responsibility of another, more qualified group with quantitative skills (strategic planners, business development) to develop a detailed business design and determine its profitability and attractiveness to the company.
Originality/value
The article offers top management an innovative how‐to approach to finding truly new growth opportunities.
Keywords
Citation
Bate, J.D. and Johnston, R.E. (2005), "Strategic frontiers: the starting‐point for innovative growth", Strategy & Leadership, Vol. 33 No. 1, pp. 12-18. https://doi.org/10.1108/10878570510572608
Publisher
:Emerald Group Publishing Limited
Copyright © 2005, Emerald Group Publishing Limited