PurposeThe authors anticipate that in a post-COVID, hyper-connected and interdependent world, all businesses will inevitably have to become co-creational “living” enterprises -- organizations that purposefully learn and adapt through experiential interactions with all stakeholders.Design/methodology/approachMaps out how enterprises will need to develop “Platformized Impact Ecosystems of Engagements of Experiences” (PIEEE). These are digital platforms that bring together five key facets of the current fourth industrial revolution -- digital technology platforms, impacts of activities, experience personalization, service ecosystems and flows of engagementsFindingsIndustry 4.0 enterprises now manage a software-based value chain that must constantly learn and adapt its offerings to meet the rising expectations of individuals as they navigate through a multitude of interactive experiences.Practical implicationsMicrosoft's Health Care in the Cloud and Signify's platforms transform value for stakeholding individuals’ experiences in ways that were never possible before.Originality/valueThis article imagines a not-too-distant future in which the most successful companies conduct business with customers, partners and a variety of stakeholders on digital platforms that are so interactive, adaptive and responsive that it’s not hyperbole to describe them as co-creative “living” systems.
{"title":"How companies can learn to operate as co-creational, adaptive, “living” enterprises","authors":"V. Ramaswamy, M. Pieters","doi":"10.1108/SL-01-2021-0009","DOIUrl":"https://doi.org/10.1108/SL-01-2021-0009","url":null,"abstract":"PurposeThe authors anticipate that in a post-COVID, hyper-connected and interdependent world, all businesses will inevitably have to become co-creational “living” enterprises -- organizations that purposefully learn and adapt through experiential interactions with all stakeholders.Design/methodology/approachMaps out how enterprises will need to develop “Platformized Impact Ecosystems of Engagements of Experiences” (PIEEE). These are digital platforms that bring together five key facets of the current fourth industrial revolution -- digital technology platforms, impacts of activities, experience personalization, service ecosystems and flows of engagementsFindingsIndustry 4.0 enterprises now manage a software-based value chain that must constantly learn and adapt its offerings to meet the rising expectations of individuals as they navigate through a multitude of interactive experiences.Practical implicationsMicrosoft's Health Care in the Cloud and Signify's platforms transform value for stakeholding individuals’ experiences in ways that were never possible before.Originality/valueThis article imagines a not-too-distant future in which the most successful companies conduct business with customers, partners and a variety of stakeholders on digital platforms that are so interactive, adaptive and responsive that it’s not hyperbole to describe them as co-creative “living” systems.","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2021-02-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44407802","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}
Organizations regularly encounter defining moments where they need to course correct while trying to digitize, merge, turn around, grow, deliver a leading-edge customer experience or during a myriad of other complex pursuits A unified purpose is necessary for team formation as well as a proof of correctness for the “collision” conversations between team members [ ]What can we do starting now and over the next 90 days to ensure our customers view us as the most resilient, responsive and highest-value partner they have?” “What must we do over the next two years to double our growth rate while remaining a top employer of choice?” Requisite variety The exponential growth in the number of collisions required is tied to the complexity of the challenge
{"title":"A framework for confronting a pivotal change challenge","authors":"David Komlos, David Benjamin","doi":"10.1108/SL-12-2020-0150","DOIUrl":"https://doi.org/10.1108/SL-12-2020-0150","url":null,"abstract":"Organizations regularly encounter defining moments where they need to course correct while trying to digitize, merge, turn around, grow, deliver a leading-edge customer experience or during a myriad of other complex pursuits A unified purpose is necessary for team formation as well as a proof of correctness for the “collision” conversations between team members [ ]What can we do starting now and over the next 90 days to ensure our customers view us as the most resilient, responsive and highest-value partner they have?” “What must we do over the next two years to double our growth rate while remaining a top employer of choice?” Requisite variety The exponential growth in the number of collisions required is tied to the complexity of the challenge","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":"49 1","pages":"25-31"},"PeriodicalIF":0.0,"publicationDate":"2021-02-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47694216","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 Transformation Sprint methodology provides a customer-focused analysis process in which leaders can learn about how their digital operating model should and can evolve. Design/methodology/approach Agile transformation processes are a learning journey to produce a generative (learning) model. In an Agile setting, the plan should unfold along with experience. Findings Sprints with specific time spans are intended to circumvent scope-creep or other insidious ways that a project can overrun. Practical implications In Agile practice, showing and talking about work is a crucial part of the process. Transformation Sprints visualize Issues, Priorities and Points for Debate in notes posted on meeting room walls. Originality/value This article describes the Agile concepts that make a digital Transformation Sprint a potent addition to innovation practice.
{"title":"Sprinting to digital transformation: a time boxed, Agile approach","authors":"Haydn Shaughnessy, Fin Goulding","doi":"10.1108/SL-12-2020-0157","DOIUrl":"https://doi.org/10.1108/SL-12-2020-0157","url":null,"abstract":"\u0000Purpose\u0000The Transformation Sprint methodology provides a customer-focused analysis process in which leaders can learn about how their digital operating model should and can evolve.\u0000\u0000\u0000Design/methodology/approach\u0000Agile transformation processes are a learning journey to produce a generative (learning) model. In an Agile setting, the plan should unfold along with experience.\u0000\u0000\u0000Findings\u0000Sprints with specific time spans are intended to circumvent scope-creep or other insidious ways that a project can overrun.\u0000\u0000\u0000Practical implications\u0000In Agile practice, showing and talking about work is a crucial part of the process. Transformation Sprints visualize Issues, Priorities and Points for Debate in notes posted on meeting room walls.\u0000\u0000\u0000Originality/value\u0000This article describes the Agile concepts that make a digital Transformation Sprint a potent addition to innovation practice.\u0000","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":"49 1","pages":"18-24"},"PeriodicalIF":0.0,"publicationDate":"2021-02-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46347896","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 Strategist Erich Joachimsthaler in his new book “The Interaction Field: The Revolutionary New Way to Create Shared Value for Businesses, Customers and Society,” predicts that in future traditional basis of value creation will be replaced by a business model of value creation where everyone becomes a producer and consumer, a participant in an ever changing, flexible and very large network of participants. Design/methodology/approach This interview of the author by Prof. Brian Leavy looks at how interaction field companies or business models create shared value by solving new or intractable problems for customers, the industry or society. Findings The new consumers expect to be active participants in value creation as they engage, participate, share, contribute, comment, benefit and learn. Practical implications The key to creating maximum shared value and exponential growth is velocity, the number or frequency and the quality of interactions between everyone in the interaction field. Originality/value A thoughtful introduction to an important new business model. Critical learning for executives designing digital platforms.
{"title":"Erich Joachimsthaler: The principle of shared value drives the success of the “interaction field” business model","authors":"B. Leavy","doi":"10.1108/sl-11-2020-0141","DOIUrl":"https://doi.org/10.1108/sl-11-2020-0141","url":null,"abstract":"\u0000Purpose\u0000Strategist Erich Joachimsthaler in his new book “The Interaction Field: The Revolutionary New Way to Create Shared Value for Businesses, Customers and Society,” predicts that in future traditional basis of value creation will be replaced by a business model of value creation where everyone becomes a producer and consumer, a participant in an ever changing, flexible and very large network of participants.\u0000\u0000\u0000Design/methodology/approach\u0000This interview of the author by Prof. Brian Leavy looks at how interaction field companies or business models create shared value by solving new or intractable problems for customers, the industry or society.\u0000\u0000\u0000Findings\u0000The new consumers expect to be active participants in value creation as they engage, participate, share, contribute, comment, benefit and learn.\u0000\u0000\u0000Practical implications\u0000The key to creating maximum shared value and exponential growth is velocity, the number or frequency and the quality of interactions between everyone in the interaction field.\u0000\u0000\u0000Originality/value\u0000A thoughtful introduction to an important new business model. Critical learning for executives designing digital platforms.\u0000","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":"49 1","pages":"10-17"},"PeriodicalIF":0.0,"publicationDate":"2020-12-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42240867","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 When the Covid-19 pandemic struck some organizations were more vigilant and better prepared to absorb the shock and are emerging stronger. This article describes the best practices of these vigilant organizations that enabled them to be more adept at anticipating whatever surprises are coming next. Design/methodology/approach The article describes the four ways that vigilant firms are distinguished from their under-performing vulnerable rivals. Findings Vigilant firms practice: A strong commitment to processes that promote vigilance. 10;9;They invest in foresight activities. They deploy flexible and adaptive strategy-making processes. They coordinate and share information across organizational silos. Practical implications Vigilance is rewarded when an organization is able to move faster than rivals once the ambiguities shrouding the weak signals of potential threats or nascent opportunities are clarified. Originality/value The practices of the vigilant organizations enable them to be more adept at anticipating whatever surprises are coming next, a crucial capability in the current and post-covid era.
{"title":"How vigilant leaders prepare for a turbulent future","authors":"G. Day, Kari Kruse","doi":"10.1108/sl-11-2020-0139","DOIUrl":"https://doi.org/10.1108/sl-11-2020-0139","url":null,"abstract":"\u0000Purpose\u0000When the Covid-19 pandemic struck some organizations were more vigilant and better prepared to absorb the shock and are emerging stronger. This article describes the best practices of these vigilant organizations that enabled them to be more adept at anticipating whatever surprises are coming next.\u0000\u0000\u0000Design/methodology/approach\u0000The article describes the four ways that vigilant firms are distinguished from their under-performing vulnerable rivals.\u0000\u0000\u0000Findings\u0000Vigilant firms practice: A strong commitment to processes that promote vigilance. 10;9;They invest in foresight activities. They deploy flexible and adaptive strategy-making processes. They coordinate and share information across organizational silos.\u0000\u0000\u0000Practical implications\u0000Vigilance is rewarded when an organization is able to move faster than rivals once the ambiguities shrouding the weak signals of potential threats or nascent opportunities are clarified.\u0000\u0000\u0000Originality/value\u0000The practices of the vigilant organizations enable them to be more adept at anticipating whatever surprises are coming next, a crucial capability in the current and post-covid era.\u0000","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-12-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48329150","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 IBM Institute for Business Value research suggests five key discoveries for the post-pandemic business landscape offering new perspectives on digital transformation, the future of work, transparency and sustainability. Design/methodology/approach The data referenced in this report were collected from a number of surveys: The IBM Institute for Business Value, in collaboration with Oxford Economics, surveyed 3,450 executives in 20 industries and 22 countries from April to June 2020. The IBM Institute for Business Value, again in collaboration with Oxford Economics, conducted in July and August 2020 an Executive Pulse survey of 400 CEOs, CIO/CTOs, COOs and Chief Transformation Officers in the US across 20 industries. The IBM Institute for Business Value has fielded a survey instrument with Survey Monkey since April 2020 with more than 50,000 adult respondents across eight countries. Findings Analysis confirms that the business competencies that account for the largest part of an organization’s expected growth are those centered on employees and customers. Practical implications The survey data also point to greater reliance on platform business models and partner networks. Originality/value The research highlights a gaping chasm between what executives think they are offering their employees and how those employees feel.
{"title":"How business is adapting to COVID-19: Executive insights reveal post-pandemic opportunities","authors":"Cindy Anderson, C. Bieck, Anthony Marshall","doi":"10.1108/sl-11-2020-0140","DOIUrl":"https://doi.org/10.1108/sl-11-2020-0140","url":null,"abstract":"\u0000Purpose\u0000IBM Institute for Business Value research suggests five key discoveries for the post-pandemic business landscape offering new perspectives on digital transformation, the future of work, transparency and sustainability.\u0000\u0000\u0000Design/methodology/approach\u0000The data referenced in this report were collected from a number of surveys: The IBM Institute for Business Value, in collaboration with Oxford Economics, surveyed 3,450 executives in 20 industries and 22 countries from April to June 2020. The IBM Institute for Business Value, again in collaboration with Oxford Economics, conducted in July and August 2020 an Executive Pulse survey of 400 CEOs, CIO/CTOs, COOs and Chief Transformation Officers in the US across 20 industries. The IBM Institute for Business Value has fielded a survey instrument with Survey Monkey since April 2020 with more than 50,000 adult respondents across eight countries.\u0000\u0000\u0000Findings\u0000Analysis confirms that the business competencies that account for the largest part of an organization’s expected growth are those centered on employees and customers.\u0000\u0000Practical implications\u0000The survey data also point to greater reliance on platform business models and partner networks.\u0000\u0000\u0000Originality/value\u0000The research highlights a gaping chasm between what executives think they are offering their employees and how those employees feel.\u0000","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-12-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/sl-11-2020-0140","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46990163","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 Frances Frei and Anne Morriss, the authors of Unleashed: The Unapologetic Leader’s Guide to Empowering Everyone Around You, are interviewed by veteran Strategy & Leadership contributor, Brian Leavy. Design/methodology/approach In this book, the authors propose that leadership, at its core, is about how effective you are at empowering other people and unleashing their full potential. Unleashing others is the fundamental mandate of leadership. Findings Trust is the coin of the leader’s realm. The basic formula for building trust: people tend to trust leaders when they think they are interacting with the real person (authenticity), when they have faith in the leader’s judgment and competence (logic), and when they believe that the leader cares about them (empathy). Practical implications Strategy is a primary way that leaders embed who they are, their core values and beliefs, into their organization’s behavior. Originality/value The authors’ advice to to executives: Your job as a leader is to create the conditions for the people around you to become increasingly effective, to help them fully realize their own capacity and power. They explain how to effectively and authentically manage the leader/follower relationship.
{"title":"Frances Frei and Anne Morriss: The dynamics of empowering leader/follower relationships","authors":"B. Leavy","doi":"10.1108/sl-09-2020-0125","DOIUrl":"https://doi.org/10.1108/sl-09-2020-0125","url":null,"abstract":"\u0000Purpose\u0000Frances Frei and Anne Morriss, the authors of Unleashed: The Unapologetic Leader’s Guide to Empowering Everyone Around You, are interviewed by veteran Strategy & Leadership contributor, Brian Leavy.\u0000\u0000\u0000Design/methodology/approach\u0000In this book, the authors propose that leadership, at its core, is about how effective you are at empowering other people and unleashing their full potential. Unleashing others is the fundamental mandate of leadership.\u0000\u0000\u0000Findings\u0000Trust is the coin of the leader’s realm. The basic formula for building trust: people tend to trust leaders when they think they are interacting with the real person (authenticity), when they have faith in the leader’s judgment and competence (logic), and when they believe that the leader cares about them (empathy).\u0000\u0000\u0000Practical implications\u0000Strategy is a primary way that leaders embed who they are, their core values and beliefs, into their organization’s behavior.\u0000\u0000\u0000Originality/value\u0000The authors’ advice to to executives: Your job as a leader is to create the conditions for the people around you to become increasingly effective, to help them fully realize their own capacity and power. They explain how to effectively and authentically manage the leader/follower relationship.\u0000","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":"48 1","pages":"27-33"},"PeriodicalIF":0.0,"publicationDate":"2020-11-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42395077","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 contrasts 20th Century hierarchical management with Agile influenced 21st Century management, which is more suited to modern realities. Design/methodology/approach Understanding how 20th Century and 21st Century management differ offers an evidenced-based theory why today’s leading firms are leading and why yesterday’s giants are flailing. Findings For 21st Century management – the pioneering mode of Agile enterprises and of leading Silicon Valley firms, as well as individual businesses in Europe and China–the goal of the firm is to create customers. Practical implications Because the firm’s goal is to create value for customers in a dynamic environment, sustainable strategy must incorporate creating new businesses that attract new customers. Originality/value The author compares and contrasts the practices, principles, processes and mindsets of 20th Century management and those of the leading 21st Century firms that have become the most valuable firms on the planet as well as the leading global brands.
{"title":"The challenge: 20th Century vs. 21st Century management","authors":"S. Denning","doi":"10.1108/sl-10-2020-0127","DOIUrl":"https://doi.org/10.1108/sl-10-2020-0127","url":null,"abstract":"\u0000Purpose\u0000The author contrasts 20th Century hierarchical management with Agile influenced 21st Century management, which is more suited to modern realities.\u0000\u0000\u0000Design/methodology/approach\u0000Understanding how 20th Century and 21st Century management differ offers an evidenced-based theory why today’s leading firms are leading and why yesterday’s giants are flailing.\u0000\u0000\u0000Findings\u0000For 21st Century management – the pioneering mode of Agile enterprises and of leading Silicon Valley firms, as well as individual businesses in Europe and China–the goal of the firm is to create customers.\u0000\u0000\u0000Practical implications\u0000Because the firm’s goal is to create value for customers in a dynamic environment, sustainable strategy must incorporate creating new businesses that attract new customers.\u0000\u0000\u0000Originality/value\u0000The author compares and contrasts the practices, principles, processes and mindsets of 20th Century management and those of the leading 21st Century firms that have become the most valuable firms on the planet as well as the leading global brands.\u0000","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":"48 1","pages":"11-19"},"PeriodicalIF":0.0,"publicationDate":"2020-11-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/sl-10-2020-0127","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44979794","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. Robert","doi":"10.1108/sl-11-2020-209","DOIUrl":"https://doi.org/10.1108/sl-11-2020-209","url":null,"abstract":"","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-11-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46483726","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}
[2] Don’t panic, prioritize With all this happening, how much have longer-term business priorities really changed? A recent IBM Institute of Business Value (IBV) global survey of 3,450 business leaders, conducted during the full force of the pandemic, explored which business capabilities executives are prioritizing [ ]insight, agility, adaptability and scalability, all of which underpin rapid and effective adaptation, are constrained According to the late oil magnate J Paul Getty, “If it appreciates, buy it, if it depreciates, lease it ” [ ]in a reversal of the OpEx shift paradigm, executives state they plan to increase CapEx and decrease OpEx (see Exhibit 3])
[2] 不要恐慌，优先考虑随着这一切的发生，长期业务优先事项真正发生了多大变化？IBM商业价值研究所（IBV）最近对3450位商业领袖进行了一项全球调查，该调查是在疫情爆发期间进行的，探讨了高管们优先考虑的哪些业务能力受到了限制。洞察力、灵活性、适应性和可扩展性是快速有效适应的基础。已故石油巨头J Paul Getty表示，“如果它升值，就买它，如果它贬值，就租它”[]与运营支出转变范式相反，高管们表示他们计划增加资本支出并减少运营支出（见附件3]）
{"title":"Redirecting resources to promote post-pandemic growth","authors":"C. Bieck, Anthony Marshall","doi":"10.1108/sl-09-2020-0121","DOIUrl":"https://doi.org/10.1108/sl-09-2020-0121","url":null,"abstract":"[2] Don’t panic, prioritize With all this happening, how much have longer-term business priorities really changed? A recent IBM Institute of Business Value (IBV) global survey of 3,450 business leaders, conducted during the full force of the pandemic, explored which business capabilities executives are prioritizing [ ]insight, agility, adaptability and scalability, all of which underpin rapid and effective adaptation, are constrained According to the late oil magnate J Paul Getty, “If it appreciates, buy it, if it depreciates, lease it ” [ ]in a reversal of the OpEx shift paradigm, executives state they plan to increase CapEx and decrease OpEx (see Exhibit 3])","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":" ","pages":"45-50"},"PeriodicalIF":0.0,"publicationDate":"2020-11-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/sl-09-2020-0121","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49421833","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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