{"title":"Editor’s letter","authors":"Robert M. Randall","doi":"10.1108/sl-04-2023-253","DOIUrl":"https://doi.org/10.1108/sl-04-2023-253","url":null,"abstract":"","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":"36 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-05-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135572447","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose This paper offers a practical overview of the U.S. credit cycle and the challenges it poses, along with a perspective on where we seem to be in the cycle in early 2023. Suggestions are then offered for how corporate executives can address cyclical challenges from a corporate strategy perspective. Design/methodology/approach The United States credit cycle was out into context by following the trend of Moody’s Baa corporate bond yields from January 1919 to November 2022. Under the Moody’s rating system, Baa is the lowest level of investment grade credit, and as such it possesses speculative characteristics that are sensitive to cyclical dynamics. Another reason for choosing Baa credit patterns for analysis is data availability: over 100-years of continuous Baa data is searchable at the U.S. Federal Reserve. Findings The prior credit cycle wave of progressively lower inflation and interest rates began in 1982 and ended in 2020. The current credit cycle of wave of progressively higher inflation and interest rates will present strategic risks and opportunities that executives will increasingly have to deal with. Originality/value This is the first corporate strategy paper we are aware that practically addresses the credit cycle change. It is also the first paper we are aware that provides practical suggestions on how to address that change from a corporate strategy perspective.
{"title":"The credit cycle and corporate strategy: challenges and solutions","authors":"Joseph Calandro Jr., Vivek Paharia","doi":"10.1108/sl-02-2023-0024","DOIUrl":"https://doi.org/10.1108/sl-02-2023-0024","url":null,"abstract":"Purpose This paper offers a practical overview of the U.S. credit cycle and the challenges it poses, along with a perspective on where we seem to be in the cycle in early 2023. Suggestions are then offered for how corporate executives can address cyclical challenges from a corporate strategy perspective. Design/methodology/approach The United States credit cycle was out into context by following the trend of Moody’s Baa corporate bond yields from January 1919 to November 2022. Under the Moody’s rating system, Baa is the lowest level of investment grade credit, and as such it possesses speculative characteristics that are sensitive to cyclical dynamics. Another reason for choosing Baa credit patterns for analysis is data availability: over 100-years of continuous Baa data is searchable at the U.S. Federal Reserve. Findings The prior credit cycle wave of progressively lower inflation and interest rates began in 1982 and ended in 2020. The current credit cycle of wave of progressively higher inflation and interest rates will present strategic risks and opportunities that executives will increasingly have to deal with. Originality/value This is the first corporate strategy paper we are aware that practically addresses the credit cycle change. It is also the first paper we are aware that provides practical suggestions on how to address that change from a corporate strategy perspective.","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":"209 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-05-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134922127","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Editor's letter","authors":"Robert M. Randall","doi":"10.1108/sl-02-2023-244","DOIUrl":"https://doi.org/10.1108/sl-02-2023-244","url":null,"abstract":"","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-03-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135904912","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Editor’s letter","authors":"Robert M. Randall","doi":"10.1108/sl-01-2023-239","DOIUrl":"https://doi.org/10.1108/sl-01-2023-239","url":null,"abstract":"","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":"79 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-01-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136117211","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose The author asserts that Gary Hamel’s decade-old prediction of an oncoming avalanche of ‘radical management innovations’ has come true. They are already staring us in the face, not in a couple of tiny obscure foreign firms, but in the success of the most valuable firms in the world. Design/methodology/approach Whether traditional management thinkers want to recognize it or not, we are already living in a new economic age–with radically different management practices that are driving the growth of the economy. Findings The current new age has been triggered by combining extraordinary new technologies and new management principles. Practical/implications New technologies, without the change in management principles, are not enough to achieve transformative advantage. Originality/value Innovative firms with a total value of more than half the economy are being run with a radically different management mindset, principles and skills that ambitious managers need to adopt.
{"title":"In the digital age, the combination of technology and radical management practices drive competitive advantage","authors":"S. Denning","doi":"10.1108/sl-01-2022-0009","DOIUrl":"https://doi.org/10.1108/sl-01-2022-0009","url":null,"abstract":"\u0000Purpose\u0000The author asserts that Gary Hamel’s decade-old prediction of an oncoming avalanche of ‘radical management innovations’ has come true. They are already staring us in the face, not in a couple of tiny obscure foreign firms, but in the success of the most valuable firms in the world.\u0000\u0000\u0000Design/methodology/approach\u0000Whether traditional management thinkers want to recognize it or not, we are already living in a new economic age–with radically different management practices that are driving the growth of the economy.\u0000\u0000\u0000Findings\u0000The current new age has been triggered by combining extraordinary new technologies and new management principles.\u0000\u0000\u0000Practical/implications\u0000New technologies, without the change in management principles, are not enough to achieve transformative advantage.\u0000\u0000\u0000Originality/value\u0000Innovative firms with a total value of more than half the economy are being run with a radically different management mindset, principles and skills that ambitious managers need to adopt.\u0000","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2022-02-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47103197","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose Over the past year, the IBM Institute for Business Value (IBV) surveyed and interviewed tens of thousands of executives, employees and consumers around the world to learn what high-performing organizations are doing differently, and where executives are making the biggest bets. Design/methodology/approach After thousands of interviews over several years the researchers identified five trends that executives can explore to help prepare for a future characterized by disruption and change. Findings Executives are learning how to redefine how humans and technology work together. Practical/implications Businesses need to reinvent their operations holistically to realize the full benefits of digital transformation. Originality/value A comprehensive record of strategic tech and talent trends the leaders can use to prepare for 2022 and beyond.
{"title":"Five strategic tech and talent trends for 2022 and beyond","authors":"Haynes Cooney, Anthony Marshall, Dave Zaharchuk","doi":"10.1108/sl-01-2022-0007","DOIUrl":"https://doi.org/10.1108/sl-01-2022-0007","url":null,"abstract":"\u0000Purpose\u0000Over the past year, the IBM Institute for Business Value (IBV) surveyed and interviewed tens of thousands of executives, employees and consumers around the world to learn what high-performing organizations are doing differently, and where executives are making the biggest bets.\u0000\u0000\u0000Design/methodology/approach\u0000After thousands of interviews over several years the researchers identified five trends that executives can explore to help prepare for a future characterized by disruption and change.\u0000\u0000\u0000Findings\u0000Executives are learning how to redefine how humans and technology work together.\u0000\u0000\u0000Practical/implications\u0000Businesses need to reinvent their operations holistically to realize the full benefits of digital transformation.\u0000\u0000\u0000Originality/value\u0000A comprehensive record of strategic tech and talent trends the leaders can use to prepare for 2022 and beyond.\u0000","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":"1 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2022-02-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46016512","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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