Strategy & Leadership: Volume 35 Issue 2


Table of contents

Using a Lean Six Sigma approach to drive innovation

George Byrne, Dave Lubowe, Amy Blitz

This article describes the five‐year success of a lean Six Sigma approach to improving operations that is also a way of doing better things – innovating in products

Discovering new business models for knowledge intensive organizations

Norman T. Sheehan, Charles B. Stabell

Assists senior managers with generating new business models by mapping the competitive space occupied by knowledge intensive organizations and outlining strategic

A new competitive analysis tool: the relative profitability and growth matrix

Joseph Calandro, Scott Lane

The purpose of this paper is to introduce the relative profitability and growth matrix and to demonstrate its use as a competitive analysis tool.

For top insurance companies, customer focus and merger mastery produce superior results

Nick Palmer, Scott Tanner, Christine Detrick, Ingo Wagner

The purpose of this article is to identify what truly propels property and casualty insurance industry leaders to reach their peak performance.

Why is synergy so difficult in mergers of related businesses?

Sayan Chatterjee

When a merger or an acquisition fails, usually integration problems or overpayment gets the blame. The authors illustrate that a common cause of failure is the traditional

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Planning Review

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Emerald Publishing Limited

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The Antidote


  • Mr Robert Randall