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11 – 20 of over 1000John W. Sterling and Angela Stubblefield
As part of our series of software tests by practicing managers, we asked a consulting firm that has thoughtfully reviewed several products for us to try out Advia, a planning…
Abstract
As part of our series of software tests by practicing managers, we asked a consulting firm that has thoughtfully reviewed several products for us to try out Advia, a planning system specifically targeted for entrepreneurs and small businesses seeking to plan and manage strategically.
John Sterling and Charles D. Murray
Explains how companies can learn from the best practices DuPont uses to aggressively manage its intellectual property and grow its licensing revenues.
Abstract
Purpose
Explains how companies can learn from the best practices DuPont uses to aggressively manage its intellectual property and grow its licensing revenues.
Design/methodology/approach
This case extracts three key success factors from the DuPont approach and describes how they are applied in practice.
Findings
At a strategic level, companies need to have a corporate level commitment to capturing and growing value from its intellectual assets – a proactive approach, not a passive, opportunistic approach. Companies need to focus resources on facilitating the creation of licensing revenue growth – either centrally, as at DuPont, or within every substantial business unit that “owns” licensable intellectual assets. And, companies need to create incentives for business units to devote attention and resources to its intellectual property portfolio.
Practical implications
Smaller technology companies have a strong motivation to aggressively manage their intellectual property and grow their licensing revenues, because scale and the related networks that scale creates enhance a company's ability to capture future growth and value from its IP portfolio.
Originality/value
All companies with valuable intellectual property can learn from the best practices of the industry leaders.
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The purpose of this paper is to report on the Association for Strategic Planning Conference.
Abstract
Purpose
The purpose of this paper is to report on the Association for Strategic Planning Conference.
Design/methodology/approach
The paper provides a conference report for the 2012 Association for Strategic Planning Conference, held in Lincolnshire, Illinois, USA from May 30‐June 2, 2012.
Findings
The paper reveals presentations of practitioners and veteran consultants who share what is working in their practice of strategic management.
Originality/value
The paper provides reviews of papers presented at the 2012 Association for Strategic Planning Conference provided by practitioners and veteran consultants who share what is working in their practice of strategic management.
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This case study aims to demonstrate how the Timeline Theatre, a non‐profit organization that has won awards for managerial excellence and artistic achievement, has implemented…
Abstract
Purpose
This case study aims to demonstrate how the Timeline Theatre, a non‐profit organization that has won awards for managerial excellence and artistic achievement, has implemented both an experience‐driven strategy (its conscious choice) and an ongoing commitment to co‐creation of unique value through experiences (its values‐based approach). By adopting both, TimeLine has achieved significant artistic and organizational growth.
Design/methodology/approach
The case traces the non‐profit's strategy development and its implementation of two innovative strategic management concepts.
Findings
The paper finds that TimeLine's strategy and core values are both important factors underpinning its run of success.
Practical implications
The case provides a model for other organizations that want to experiment with these strategic concepts.
Originality/value
The ideas of co‐creation of value and experience‐based strategy are mutually reinforcing and become more powerful taken in combination. In settings where experience‐based offerings involve the customer directly, opportunities for co‐creation become abundant. Further, application of the co‐creation model can lead directly to “new engagement experiences of value to the customer.”
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Donald A. Cook and John W. Sterling
We invited two Ernst & Young consultants familiar with decision‐support software to test Alacrity's “expert system” for strategy development. Their review provides a detailed…
Abstract
We invited two Ernst & Young consultants familiar with decision‐support software to test Alacrity's “expert system” for strategy development. Their review provides a detailed assessment of Alacrity's strengths and weaknesses to help you clarify your purchasing decision process.
John Sterling and Robert M. Randall
“The Persistence Project” – an ambitious new research project led by two Deloitte Consulting veterans, consultant Mumtaz Ahmed and noted author Michael Raynor – seeks to advance…
Abstract
Purpose
“The Persistence Project” – an ambitious new research project led by two Deloitte Consulting veterans, consultant Mumtaz Ahmed and noted author Michael Raynor – seeks to advance the art of “success study.”. This paper aims to investigate this issue.
Design/methodology/approach
Starting in 2007, Mumtaz Ahmed and Michael Raynor worked on developing a rigorous statistical method for identifying exceptional performers with Professor Andrew D. Henderson of the University of Texas at Austin. The paper looks at the method by way of an interview.
Findings
The paper finds that their preliminary efforts so far have revealed that the benchmarks for greatness are much higher than generally perceived.
Research limitations/implications
There are a number of critical elements of research design that set this study apart. First, the authors have taken a unique approach to identifying companies that have achieved exceptional results. Typically, research of this type sets benchmarks – e.g., 3× the market for 15 years – and claims that firms that exceed such a mark are good enough to merit closer study. This study first characterizes the nature of the larger system within which all firms operate, controls for key confounding variables such as year and industry effects, and then assesses which firms, conditional on their life spans, have actually delivered results so unlikely that firm specific effects, such as uniquely skilled management, are plausible contributors to their performance. It is this aspect of the work that won a Best Paper award at the Academy of Management this year, and will also be published in the Annals of Applied Statistics.
Practical implications
The authors have built into their study design the opportunity to predict outcomes, and so depending on the results of those predictions, their theories will be validated, or not.
Originality/value
The research is attempting to gain useful insight into the causes of sustained, truly superior corporate performance.
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The current downturn may offer a unique opportunity for astute corporate leadership to undertake the kind of innovation that disrupts markets, channels or even industries says…
Abstract
Purpose
The current downturn may offer a unique opportunity for astute corporate leadership to undertake the kind of innovation that disrupts markets, channels or even industries says Scott Anthony, president of innovation consultancy Innosight, co‐founded by disruptive innovation guru, Clayton Christensen. This paper aims to investigate this issue.
Design/methodology/approach
In this interview, Anthony reviews how the tenets of disruptive innovation – identify the job the customer cannot get done, look for innovative ways to get that job done, focus on experimentation and learning – apply in a recessionary environment.
Findings
Anthony warns that in recessions, a company may think has a choice – risk innovation or choose the safety of survival mode. But it is a false choice. The only way to survive is to innovate.
Practical implications
Anthony explains that “Scarcity is a great innovation enabler. Lean teams have to focus on the most critical issues.”
Originality/value
Anthony's golden rule: “The best way to develop disruptive capabilities is to start small and learn as you go.”
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Firms offering a variety of disruptive innovations – for example, Craigslist.com – are successfully undercutting the traditional newspaper business model; this paper aims to…
Abstract
Purpose
Firms offering a variety of disruptive innovations – for example, Craigslist.com – are successfully undercutting the traditional newspaper business model; this paper aims to describe a unique mode of counterattack.
Design/methodology/approach
The American Press Institute (API) recognized that the transformation taking place in the newspaper industry was a textbook example of disruptive innovation, as described by strategist Clayton Christensen. Working with Christensen and his colleagues at the consulting firm Innosight, API developed a counter‐offensive program customized to the issues and changes facing newspaper companies.
Findings
The paper finds that the Newspaper Next Game Plan is essentially a strategic framework designed to enable newspaper organizations to structure and prioritize their approach to both the core business and the disruptive innovation opportunities that will drive long‐term success and growth.
Practical implications
API's newspaper‐centric version of the innovation methodology focuses on researching the needs, that is, the “jobs to be done,” of discrete sets of non‐users of the core products.
Originality/value
The paper offers a helpful guide for any industry beset by disruptive innovation. For the newspaper industry there is a radical lesson: serving non‐readers will require newspapers to build audiences by fulfilling “jobs to be done” that go beyond the core function of reporting the news.
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TM/1—a “relational spreadsheet”‐facilitates complex marketing and planning modeling for strategic managers.
Abstract
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