Table of contents
Joan Magretta: what executives can learn from revisiting Michael Porter
Robert J. Allio, Liam FaheyThe purpose of this paper is to present a discussion with Joan Magretta about her new book, Understanding Michael Porter: The Essential Guide to Competition and Strategy with two…
Michael Porter answers managers' FAQs
Joan MagrettaThe purpose of this paper is to present an interview with Professor Michael Porter of Harvard, the noted academic and consultant whose concepts are central to the practice of…
Digital transformation: opportunities to create new business models
Saul J. BermanAccording to IBM research, companies seeking opportunities in an era of constant customer connectivity focus on two complementary activities: reshaping customer value propositions…
Collaborative innovation as the new imperative – design thinking, value co‐creation and the power of “pull”
Brian LeavyThis “Masterclass” for corporate leaders aims to explain how to integrate three revolutionary approaches to business innovation to stimulate and propel the creativity that remains…
Applying open innovation where your company needs it most
Amy Muller, Nate Hutchins, Miguel Cardoso PintoWhile the open innovation concept proposed by Henry Chesbrough a decade ago has had some striking successes, the myriad options for engaging external partners can be daunting, so…
Better growth decisions: early mover, fast follower or late follower?
Stephen WunkerThe article seeks to explain how companies seeking to fuel growth by entering new markets should analyze when it is wise to be an early mover, fast follower or late follower. Each…
ISSN:
1087-8572Renamed from:
Planning ReviewOnline date, start – end:
1996Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridMerged from:
The AntidoteEditor:
- Mr Robert Randall