Strategy & Leadership: Volume 29 Issue 6


Table of contents

What’s in a name? Approaching organizational change

Glenn Allen‐Meyer

Change is not a commodity. When it is considered as a discrete thing – which the author terms the “commodification of change” – with a particular brand identity, it…

Situational strategies: A management tool for turbulent times

Darrell K. Rigby

To win in turbulence, senior executives must continually review three dimensions of their business context: their industry’s source and level of turbulence, their own…

Five business‐model myths that hold companies back

Jane C. Linder, Susan Cantrell

Most executives are well aware of the acceleration in the pace of business, and they want to know what to do about it. The authors talked with executives in 40 companies…

Maturity models: Blueprints for e‐Volution

Jan Duffy

To maximize the potential for the change to produce positive results, business leaders must appreciate the transformational stages, key interdependencies and…

B2B: back to basics – driving shareholder value

Randy Harris, John Goodman

In the face of an uncertain, even down‐turning, economy, many executives are finding the pressures of improving shareholder value have replaced the intense pressures of…

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  • Mr Robert Randall