Strategy & Leadership

ISSN: 1087-8572

Article publication date: 1 October 2003



(2003), "Forthcoming", Strategy & Leadership, Vol. 31 No. 5.



Emerald Group Publishing Limited

Copyright © 2003, MCB UP Limited


Digital loyalty networks: continuously connecting automakers with their customers and suppliersPeter Koudal and Paul WellenerOver the past two years, senior managers at several auto industry companies have begun to investigate a comprehensive new approach to managing their supply chain and customer loyalty. Called a digital loyalty network (DLN), the model enables companies to continuously collect and monitor their customer data to precisely adjust production to current and future demand, and to use the data to enhance their partnership with suppliers.

"Business wargaming": simulations guide crucial strategy decisionsJay KurtzHere's the step-by-step process that was used to run a wargaming session to support planning and decision-making at an information technology company. The wargame taught its managers that the company's best strategy was to grow by taking business from its smaller rivals, without directly attacking the powerful industry leader. Putting this approach into action helped the company to survive and become a strong number two in its market.

Scenario planning: convincing operating managers to take ownershipGill RinglandTracking several possible but distinctly different scenarios of the future seems of dubious relevance to managers consumed by day-to-day and quarterly deadlines. But scenario planning benefits from the input of operating managers and they in turn learn a great deal of value from being exposed to views of alternative futures. This case study shows how to get them committed to the scenario process.

Assessing your strategic alternatives from both a market position and core competence perspectiveBrian LeavyOver the last 20 years, two main perspectives have emerged to explain how sustainable competitive advantage can be created and maintained – one stresses market position and the other core competence. By looking at your business from both approaches you can generate two valuable sets of contrasting perspectives and options for action.

Managing stakeholders vs. responding to shareholdersBill GeorgeThis highly successful CEO tells why companies that put their customers first and empower their employees to serve them – a long-term stakeholder value approach – will inevitably surpass those corporations that focus primarily on short-term tactics to jack up their stock price.

The strategist's bookshelf

Awarding an "A" grade before the final examRobert J. AllioIn The Leadership Genius of George W. Bush, Carolyn B. Thompson and James W. Ware present an adulatory evaluation of the leadership of the US President in mid-term, based on a ten-point list of key practices: identifying core values, having a vision, building trust, hiring the best, leaving them alone so they can do their jobs, building alliances, being disciplined, communicating well, using good intuition, and getting results. Our reviewer employs their model to judge President Bush, but grades harder.

Making strategy happenMalcolm PenningtonLarry Bossidy and Ram Charan, the authors of Execution: The Art of Getting Things Done posit that "Execution has to be part of a company's strategy and its goals. It is the missing link between aspirations and results".

The strategic leader

Successful turnarounds: three key dimensionsOrit Gadiesh, Stan Pace and Paul RogersIf your company needs a massive transformation to survive, then a one-sided response – across-the-board-layoffs or new funding – is unlikely to set the stage for sustainable results. According to Bain research and experience, successful corporate turnarounds require an overhaul of finances, of strategy, and of corporate pride. Moreover, true turnaround artists attack these dimensions simultaneously and with a high-speed process.

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