{"title":"Hubert Joly: The new capitalism formula – purpose first, people at the center, then profits","authors":"B. Leavy","doi":"10.1108/SL-04-2021-0038","DOIUrl":"https://doi.org/10.1108/SL-04-2021-0038","url":null,"abstract":"","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2021-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43037108","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}
[3] This statement may strike some as odd given that, as of early-2021, many firms are aggressively leveraging their balance sheets due to very low interest rates and “soft” credit underwriting, with few if any covenants. Executives should take note, especially today when corporate cash holdings have grown to historic levels due to the Covid-19 pandemic,[6] that there is a difference between holding large amounts of cash to enable a long-term cost-effective resource allocation strategy and holding large amounts of cash to ride out a natural catastrophe/pandemic before proceeding with business-as-usual. Consider the risks facing executives in 2021 as cataloged in a recent Forbes article:[12] The virus causing COVID-19 mutates (external risk);Business suffers in the fallout from a government action (political risk);Diversity programs fail (reputation risk);Startups disrupt markets (competitive risk);Growth is stymied (business risk);Key talent leaves (operating risk);Plain vanilla competition wins market share (competitive risk);A sudden market pivot trips planning (strategic risk);IT security is threatened (IT risk);The business needs to pivot again – HARD (pivot risk). [...]by actively looking for them, guided by the rationality concept analysis, enabled a much more insightful result, which ultimately resulted in the firm making a lower bid than a traditional private market valuation had suggested.
{"title":"What corporate executives can learn from leading value investors","authors":"J. Calandro, P. Sherratt","doi":"10.1108/SL-04-2021-0033","DOIUrl":"https://doi.org/10.1108/SL-04-2021-0033","url":null,"abstract":"[3] This statement may strike some as odd given that, as of early-2021, many firms are aggressively leveraging their balance sheets due to very low interest rates and “soft” credit underwriting, with few if any covenants. Executives should take note, especially today when corporate cash holdings have grown to historic levels due to the Covid-19 pandemic,[6] that there is a difference between holding large amounts of cash to enable a long-term cost-effective resource allocation strategy and holding large amounts of cash to ride out a natural catastrophe/pandemic before proceeding with business-as-usual. Consider the risks facing executives in 2021 as cataloged in a recent Forbes article:[12] The virus causing COVID-19 mutates (external risk);Business suffers in the fallout from a government action (political risk);Diversity programs fail (reputation risk);Startups disrupt markets (competitive risk);Growth is stymied (business risk);Key talent leaves (operating risk);Plain vanilla competition wins market share (competitive risk);A sudden market pivot trips planning (strategic risk);IT security is threatened (IT risk);The business needs to pivot again – HARD (pivot risk). [...]by actively looking for them, guided by the rationality concept analysis, enabled a much more insightful result, which ultimately resulted in the firm making a lower bid than a traditional private market valuation had suggested.","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2021-06-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47950060","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}
Jean-Stéphane Payraudeau, Anthony Marshall, Dencik Jacob, Rachna Handa
PurposeExecutives surveyed by the IBM Institute for Business Value indicated that they are dramatically accelerating their company’s digital transformation during the pandemic. And fully two-thirds said that the pandemic has allowed them to advance specific transformation initiatives that previously had encountered resistance.Design/methodology/approachTo better guide others seeking to make the transformation, the researchers looked at which technologies make a difference between high performing and struggling businesses in this period of extraordinary change and challenges.FindingsThe “technology mix” recipe for success is changing. Increasingly, cloud and AI are becoming performance differentiators. Not only does technology adoption vary greatly across industries, but the relationship between technology adoption and financial performance varied significantly among industries.Practical implicationsCloud has become a more important contributor to revenue performance during the pandemic in 11 of the industries analyzedOriginality/valueTech-savvy organizations outperformed their peers in revenue growth across the 12 industries where technology acted as a performance differentiator.
{"title":"How tech-savvy organizations are outperforming their peers during the pandemic","authors":"Jean-Stéphane Payraudeau, Anthony Marshall, Dencik Jacob, Rachna Handa","doi":"10.1108/SL-02-2021-0018","DOIUrl":"https://doi.org/10.1108/SL-02-2021-0018","url":null,"abstract":"PurposeExecutives surveyed by the IBM Institute for Business Value indicated that they are dramatically accelerating their company’s digital transformation during the pandemic. And fully two-thirds said that the pandemic has allowed them to advance specific transformation initiatives that previously had encountered resistance.Design/methodology/approachTo better guide others seeking to make the transformation, the researchers looked at which technologies make a difference between high performing and struggling businesses in this period of extraordinary change and challenges.FindingsThe “technology mix” recipe for success is changing. Increasingly, cloud and AI are becoming performance differentiators. Not only does technology adoption vary greatly across industries, but the relationship between technology adoption and financial performance varied significantly among industries.Practical implicationsCloud has become a more important contributor to revenue performance during the pandemic in 11 of the industries analyzedOriginality/valueTech-savvy organizations outperformed their peers in revenue growth across the 12 industries where technology acted as a performance differentiator.","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2021-05-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43045652","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 In an era where competitive landscapes are changing dynamically, traditional strategic approaches are no longer delivering the value required to support growth in many organizations. In response, many organizations have pursued an innovation agenda, but with mixed results. This paper offers five implementation “shifts” for more effective strategy execution. Design/methodology/approach Based on two recent global innovation studies, five strategy shifts were identified, permitting organizations to amplify their strategy without having to completely abandon current methods. These shifts were derived by analyzing the most polarizing differences between high innovative organizations and low innovative organizations in the global innovation studies. Findings The five strategy shifts include the engagement in innovation culture management, strategic external collaborations, advanced technologies, innovation methodologies, and measurement of innovation. Originality/value Examples of how organizations can operationalize strategy shifts are provided so executives can increase innovativeness and see how traditional strategic approaches fall short.
{"title":"Five strategy shifts for innovation","authors":"C. B. Dobni, Mark Klassen, G. Wilson","doi":"10.1108/SL-11-2020-0136","DOIUrl":"https://doi.org/10.1108/SL-11-2020-0136","url":null,"abstract":"\u0000Purpose\u0000In an era where competitive landscapes are changing dynamically, traditional strategic approaches are no longer delivering the value required to support growth in many organizations. In response, many organizations have pursued an innovation agenda, but with mixed results. This paper offers five implementation “shifts” for more effective strategy execution.\u0000\u0000\u0000Design/methodology/approach\u0000Based on two recent global innovation studies, five strategy shifts were identified, permitting organizations to amplify their strategy without having to completely abandon current methods. These shifts were derived by analyzing the most polarizing differences between high innovative organizations and low innovative organizations in the global innovation studies.\u0000\u0000\u0000Findings\u0000The five strategy shifts include the engagement in innovation culture management, strategic external collaborations, advanced technologies, innovation methodologies, and measurement of innovation.\u0000\u0000\u0000Originality/value\u0000Examples of how organizations can operationalize strategy shifts are provided so executives can increase innovativeness and see how traditional strategic approaches fall short.\u0000","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2021-05-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45574791","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 interview with Adam Bryant and Kevin Sharer, the authors of “The CEO Test: Mastering the Challenges that Make or Break All Leaders,” examines the relationship between the leaders and followers and the key challenges that tend to determine leadership success or failure. Design/methodology/approach The authors told S&L’s interviewer Brian Leavy: “We focus specifically on leading others - illuminating seven of the most common make-or-break challenges, and then showing how to navigate them effectively.” Findings The authors' research found that “It’s the leader’s job to capture the essence of what matters and then be able to boil down the strategy to just a handful of memorable ideas so that everyone understands, remembers and knows how to contribute to its success.” Practical implications Leaders have to learn that listening is a multidimensional practice that requires commitment and constant attention, and the aim is to get a true sense of the nature of their organization and its dynamics. Originality/value Much of the on-going outpouring of leadership literature tends to focus on the personal qualities and characteristics of the individual leader. Less studied are the dynamics of the relationship between the leader and the led, or the nature and content of the role itself and the key tasks associated with it. One exception is "The CEO Test: Mastering the Challenges that Make or Break All Leaders" by Adam Bryant and Kevin Sharer. Their "overarching framework to mastering the inner game of leadership is to embrace it as a series of paradoxes,” is an original perspective.
{"title":"Bryant and Sharer: seven challenges most likely to make-or-break leaders","authors":"B. Leavy","doi":"10.1108/SL-02-2021-0016","DOIUrl":"https://doi.org/10.1108/SL-02-2021-0016","url":null,"abstract":"\u0000Purpose\u0000This interview with Adam Bryant and Kevin Sharer, the authors of “The CEO Test: Mastering the Challenges that Make or Break All Leaders,” examines the relationship between the leaders and followers and the key challenges that tend to determine leadership success or failure.\u0000\u0000\u0000Design/methodology/approach\u0000The authors told S&L’s interviewer Brian Leavy: “We focus specifically on leading others - illuminating seven of the most common make-or-break challenges, and then showing how to navigate them effectively.”\u0000\u0000\u0000Findings\u0000The authors' research found that “It’s the leader’s job to capture the essence of what matters and then be able to boil down the strategy to just a handful of memorable ideas so that everyone understands, remembers and knows how to contribute to its success.”\u0000\u0000\u0000Practical implications\u0000Leaders have to learn that listening is a multidimensional practice that requires commitment and constant attention, and the aim is to get a true sense of the nature of their organization and its dynamics.\u0000\u0000\u0000Originality/value\u0000Much of the on-going outpouring of leadership literature tends to focus on the personal qualities and characteristics of the individual leader. Less studied are the dynamics of the relationship between the leader and the led, or the nature and content of the role itself and the key tasks associated with it. One exception is \"The CEO Test: Mastering the Challenges that Make or Break All Leaders\" by Adam Bryant and Kevin Sharer. Their \"overarching framework to mastering the inner game of leadership is to embrace it as a series of paradoxes,” is an original perspective.\u0000","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2021-03-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47333369","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":"The damaging quest for relentless efficiency","authors":"D. J. Knight","doi":"10.1108/SL-01-2021-0001","DOIUrl":"https://doi.org/10.1108/SL-01-2021-0001","url":null,"abstract":"","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2021-03-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46442235","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}
PurposeAs the Covid-19 crisis recedes, struggling firms will be bought by bargain hunters and suffering industries will consolidate, giving rise to another wave of M&A transactions. But buyers beware! There is ample evidence that M&A creates significant post-deal performance issues for acquiring “buy-side” firms.Design/methodology/approachNew research shows that effectively managing three processes of acquisitions can have an outsized beneficial impact on M&A success.FindingsRecent research has identified three mission-critical tasks that stand out as being vital to creating M&A success: Process 1: Accurately valuing targets. Process 2: Proficiently managing post-merger integration. Process 3: Skillfully addressing the “big-three human factors” of M&A.Practical implicationsRobust talent retention and re-recruitment plans initially entail identifying key talent, defined as individuals and groups who are essential to retain and re-recruit during a transitionary period and those required for long-term value creation.Originality/valueThe articles describes best practices for post-deal M&A activities companies could perform better including operations and technology integration, communication, cultural analysis and integration, talent management and retention, senior leadership involvement and measurement and reporting.
{"title":"As another M&A wave begins: three keys to success","authors":"Timothy J. Galpin","doi":"10.1108/SL-01-2021-0008","DOIUrl":"https://doi.org/10.1108/SL-01-2021-0008","url":null,"abstract":"PurposeAs the Covid-19 crisis recedes, struggling firms will be bought by bargain hunters and suffering industries will consolidate, giving rise to another wave of M&A transactions. But buyers beware! There is ample evidence that M&A creates significant post-deal performance issues for acquiring “buy-side” firms.Design/methodology/approachNew research shows that effectively managing three processes of acquisitions can have an outsized beneficial impact on M&A success.FindingsRecent research has identified three mission-critical tasks that stand out as being vital to creating M&A success: Process 1: Accurately valuing targets. Process 2: Proficiently managing post-merger integration. Process 3: Skillfully addressing the “big-three human factors” of M&A.Practical implicationsRobust talent retention and re-recruitment plans initially entail identifying key talent, defined as individuals and groups who are essential to retain and re-recruit during a transitionary period and those required for long-term value creation.Originality/valueThe articles describes best practices for post-deal M&A activities companies could perform better including operations and technology integration, communication, cultural analysis and integration, talent management and retention, senior leadership involvement and measurement and reporting.","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2021-03-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46463508","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 posits that the management model of an organization determines what kind of business models can be pursued within that organization and that successful 21st century management models are very different from those that succeeded in the 20th century. Design/methodology/approach The author compares and contrasts successful 21st century management models with models that succeeded in the 20th century. Findings Success in the digital age requires a 21st century management model and mindset based on an obsession with delivering value to customers. Practical implications The management model incorporates the key ‘written and unwritten rules’ of the firm. The success of digital innovation can be threatened by 20th Century management assumptions that thwart Agile initiatives. Originality/value Article explains how Agile mindsets and practices are essential to the 21st century management model, and how they potentiate the firm’s focus on creating customers.
{"title":"Why management models are crucial to the success of business models","authors":"S. Denning","doi":"10.1108/SL-02-2021-0011","DOIUrl":"https://doi.org/10.1108/SL-02-2021-0011","url":null,"abstract":"\u0000Purpose\u0000The author posits that the management model of an organization determines what kind of business models can be pursued within that organization and that successful 21st century management models are very different from those that succeeded in the 20th century.\u0000\u0000\u0000Design/methodology/approach\u0000The author compares and contrasts successful 21st century management models with models that succeeded in the 20th century.\u0000\u0000\u0000Findings\u0000Success in the digital age requires a 21st century management model and mindset based on an obsession with delivering value to customers.\u0000\u0000\u0000Practical implications\u0000The management model incorporates the key ‘written and unwritten rules’ of the firm. The success of digital innovation can be threatened by 20th Century management assumptions that thwart Agile initiatives.\u0000\u0000\u0000Originality/value\u0000Article explains how Agile mindsets and practices are essential to the 21st century management model, and how they potentiate the firm’s focus on creating customers.\u0000","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2021-03-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42232474","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 offers The Principles, Processes, Practices (PPP) Worksheet, an analytic tool that can help firms diagnose their current status in relation to the transformation from 20th Century to 21st Century management. Design/methodology/approach The author posits that there are currently two strikingly different ways of running a corporation in a coherent and consistent fashion. The predominant mode of 20th Century management refined over the last 50 years has the goal of maximizing shareholder value. 10;By contrast, for 21st Century management–the pioneering mode of Agile enterprises and of leading Silicon Valley firms, the goal leads to principles and processes that enable agility. The principles and processes help firms mobilize talent to create instant, intimate, incremental value for customers. 10; Findings The Principles, Processes, Practices (PPP) Worksheet an be applied either to the entire organization or to any part of that organization, such as the leadership team, or any department, or any team, at any point in time. Practical implications Leaders using the PPP worksheet will become, in effect, what Richard Sheridan, CEO of Menlo Innovations, calls “a high tech anthropologist” probing what is going on. Originality/value This is the first description of a potent analytical tool that can help a firm plan and implement a management transformation to 21st Century Agile practices.
{"title":"A powerful diagnostic tool for 21st Century management","authors":"S. Denning","doi":"10.1108/SL-12-2020-0161","DOIUrl":"https://doi.org/10.1108/SL-12-2020-0161","url":null,"abstract":"\u0000Purpose\u0000The author offers The Principles, Processes, Practices (PPP) Worksheet, an analytic tool that can help firms diagnose their current status in relation to the transformation from 20th Century to 21st Century management.\u0000\u0000\u0000Design/methodology/approach\u0000The author posits that there are currently two strikingly different ways of running a corporation in a coherent and consistent fashion. The predominant mode of 20th Century management refined over the last 50 years has the goal of maximizing shareholder value. 10;By contrast, for 21st Century management–the pioneering mode of Agile enterprises and of leading Silicon Valley firms, the goal leads to principles and processes that enable agility. The principles and processes help firms mobilize talent to create instant, intimate, incremental value for customers. 10;\u0000\u0000\u0000Findings\u0000The Principles, Processes, Practices (PPP) Worksheet an be applied either to the entire organization or to any part of that organization, such as the leadership team, or any department, or any team, at any point in time.\u0000\u0000Practical implications\u0000Leaders using the PPP worksheet will become, in effect, what Richard Sheridan, CEO of Menlo Innovations, calls “a high tech anthropologist” probing what is going on.\u0000\u0000Originality/value\u0000This is the first description of a potent analytical tool that can help a firm plan and implement a management transformation to 21st Century Agile practices.","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":"49 1","pages":"3-9"},"PeriodicalIF":0.0,"publicationDate":"2021-02-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43104476","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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