Strategy & Leadership: Volume 40 Issue 5


Table of contents

Reverse innovation: a global growth strategy that could pre‐empt disruption at home

Vijay Govindarajan, Chris Trimble

The authors, leading authorities on global innovation, warn that Western companies targeting emerging markets to help drive growth will likely find that the traditional

Gary Hamel: managing while under the influence of innovation

Stephen Denning

This paper aims to present an interview with Gary Hamel asking an existential question that all long‐established firms need to face: “Is there an effective competitive

Transformative scenario planning: changing the future by exploring alternatives

Adam Kahane

This paper aims to describe “transformative scenario planning,” a methodology that enables people trying to change the future collaboratively to transform, rather than

Strategic dashboards: designing and deploying them to improve implementation

Michael K. Allio

Dashboards and scorecards are widely‐deployed performance management tools, but are often ineffectively used. Properly designed, developed, and deployed strategic

A model for strategy implementation and conflict resolution in the franchise business

Paul J. Davis

This paper aims to explore the inherent tensions of the franchisor‐franchisee relationship from the viewpoint of business strategy. It also aims to highlight seven areas

Dynamic models for managing big decisions

Hanjo Arms, Mathias Wiecher, Valeska Kleiderman

This paper seeks to describe a new approach to analyzing critical resource investment plans, Dynamic Decision Making (DDM), an A.T. Kearney innovation based on a

Cover of Strategy & Leadership



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Planning Review

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Emerald Publishing Limited

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  • Mr Robert Randall