{"title":"Editor’s letter","authors":"Robert M. Robert","doi":"10.1108/sl-07-2020-199","DOIUrl":"https://doi.org/10.1108/sl-07-2020-199","url":null,"abstract":"","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-07-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/sl-07-2020-199","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43943377","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 Interview with Mark W. Johnson, Innosight co-founder and former consultant at Booz Allen Hamilton,an authority on the application of disruption theory. ]His latest book, Lead From the Future: How to Turn Visionary Thinking into Breakthrough Growth, co-authored with Innosight partner Josh Suskewicz, addresses the challenge of how to strategize for the beyond-the-core breakthrough initiatives which will be key to sustaining future growth. Design/methodology/approach His interviewer is Brian Leavy, emeritus professor of strategy at Dublin City University Business School and a Strategy & Leadership contributing editor. The interview focuses on Future-back thinking and a set of allied processes that can help leaders think further out than the three to five years that most set as their planning horizons. Then they can identify the threats and opportunities that await them and envision their best path forward. Findings Future-back thinking and planning begins with exploring and envisioning–actively, intensively and imaginatively immersing yourself in your organization’s likely future and then determining what you must do to not only fit into that environment but to actively shape your enterprise to thrive in it. Practical implications Future-back thinking is geared to discovery, so it is what you use when you need to develop a market-creating innovation or new business model to fill a projected gap–to explore, envision and then chart out a new path. Originality/value The lesson for leaders: when programming a breakthrough strategy, you need to formalize the roles and responsibilities of the senior leadership team as its champions and overseers, set up an organizational model that will protect those teams from the countervailing influences of the core and ensure that the initiative is managed with an explore, envision and discover approach.
目的采访Innosight联合创始人、Booz Allen Hamilton前顾问Mark W.Johnson，他是颠覆理论应用的权威。]他的最新著作《来自未来的领导：如何将愿景思维转化为突破性增长》与Innosight合伙人Josh Suskewicz合著，探讨了如何为核心之外的突破性举措制定战略的挑战，这将是维持未来增长的关键。设计/方法论/方法他的采访者是都柏林城市大学商学院战略荣誉退休教授、《战略与领导力》特约编辑Brian Leavy。采访的重点是未来的回顾性思维和一系列相关流程，这些流程可以帮助领导者在大多数人设定的三到五年规划视野之外进行更深入的思考。然后，他们可以识别等待他们的威胁和机会，并设想他们的最佳前进道路。发现未来的逆向思考和规划始于探索和设想——积极、深入和富有想象力地沉浸在组织可能的未来中，然后确定你必须做些什么，不仅要适应这种环境，还要积极塑造你的企业，使其在其中蓬勃发展，因此，当你需要开发一种创造市场的创新或新的商业模式来填补预期的空白时，你会使用它来探索、设想并规划一条新的道路。独创性/价值领导者的经验教训：在制定突破性战略时，你需要正式确定高级领导团队作为其拥护者和监督者的角色和责任，建立一个组织模型，保护这些团队免受核心的反作用影响，并确保以探索、设想和发现的方法管理该计划。
{"title":"Mark Johnson: “Future-back” strategizing for beyond-the-core growth","authors":"B. Leavy","doi":"10.1108/sl-05-2020-0070","DOIUrl":"https://doi.org/10.1108/sl-05-2020-0070","url":null,"abstract":"\u0000Purpose\u0000Interview with Mark W. Johnson, Innosight co-founder and former consultant at Booz Allen Hamilton,an authority on the application of disruption theory. ]His latest book, Lead From the Future: How to Turn Visionary Thinking into Breakthrough Growth, co-authored with Innosight partner Josh Suskewicz, addresses the challenge of how to strategize for the beyond-the-core breakthrough initiatives which will be key to sustaining future growth.\u0000\u0000\u0000Design/methodology/approach\u0000His interviewer is Brian Leavy, emeritus professor of strategy at Dublin City University Business School and a Strategy & Leadership contributing editor. The interview focuses on Future-back thinking and a set of allied processes that can help leaders think further out than the three to five years that most set as their planning horizons. Then they can identify the threats and opportunities that await them and envision their best path forward.\u0000\u0000\u0000Findings\u0000Future-back thinking and planning begins with exploring and envisioning–actively, intensively and imaginatively immersing yourself in your organization’s likely future and then determining what you must do to not only fit into that environment but to actively shape your enterprise to thrive in it.\u0000\u0000\u0000Practical implications\u0000Future-back thinking is geared to discovery, so it is\u0085what you use when you need to develop a market-creating innovation or new business model to fill a projected gap–to explore, envision and then chart out a new path.\u0000\u0000\u0000Originality/value\u0000The lesson for leaders: when programming a breakthrough strategy, you need to formalize the roles and responsibilities of the senior leadership team as its champions and overseers, set up an organizational model that will protect those teams from the countervailing influences of the core and ensure that the initiative is managed with an explore, envision and discover approach.\u0000","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":"48 1","pages":"9-17"},"PeriodicalIF":0.0,"publicationDate":"2020-06-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/sl-05-2020-0070","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47768052","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 executives a strategic process for proactively mitigating the risk of catastrophic unwanted Black Swan surprises that can severely, and often abruptly, impair a balance sheet. Design/methodology/approach One practical way to apply the author’s approach is through hedging concentrated balance sheet exposures when market volatility is low or contracting. Findings Though no one can reliably anticipate pandemics and related stock market turbulence, executives do not have to predict the future to economically protect their balance sheets from Black Swan events. Practical implications Managers can construct Black Swan scenarios to assess how an unforeseen, disadvantageous future could develop and which risk management derivative would best mitigate it. Originality/value This strategic approach to managing balance-sheet-threatening risks could help a firm outperform its competitors during future crises and catastrophes.
{"title":"Risk as strategy: defending against catastrophic turns of fortune","authors":"J. Calandro","doi":"10.1108/sl-04-2020-0061","DOIUrl":"https://doi.org/10.1108/sl-04-2020-0061","url":null,"abstract":"\u0000Purpose\u0000The author offers executives a strategic process for proactively mitigating the risk of catastrophic unwanted Black Swan surprises that can severely, and often abruptly, impair a balance sheet.\u0000\u0000\u0000Design/methodology/approach\u0000One practical way to apply the author’s approach is through hedging concentrated balance sheet exposures when market volatility is low or contracting.\u0000\u0000\u0000Findings\u0000Though no one can reliably anticipate pandemics and related stock market turbulence, executives do not have to predict the future to economically protect their balance sheets from Black Swan events.\u0000\u0000\u0000Practical implications\u0000Managers can construct Black Swan scenarios to assess how an unforeseen, disadvantageous future could develop and which risk management derivative would best mitigate it.\u0000\u0000\u0000Originality/value\u0000This strategic approach to managing balance-sheet-threatening risks could help a firm outperform its competitors during future crises and catastrophes.\u0000","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":"1 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-05-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/sl-04-2020-0061","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42383460","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}
Anthony Marshall, Anthony Lipp, Kazuaki Ikeda, R. Singh
Purpose Ecosystem partnerships are driving a dramatic change in the nature of business as industries as diverse as banking, automotive and retail are converging in unprecedented ways–and at an unprecedented rate. To learn how leading companies are embracing innovation in ecosystems to drive both value creation and competitiveness, the IBM Institute for Business Value in collaboration with Oxford Economics surveyed 1000 top executives in 19 industries and 29 countries between August and January 2019. Design/methodology/approach The survey cohort included 250 Chief Executive Officers, 150 Chief Financial Officers, 150 Chief Innovation Officers, 150 Chief Marketing Officers, 150 Chief Operations Officer and 150 Chief Alliance/Partnership Officers. Findings Analysis revealed that organizations with high engagement in ecosystems generate greater revenues from innovation initiatives. Specifically, revenues tied to innovation were more than 14 percent higher for ecosystem-engaged businesses than their less ecosystem-oriented peers. Practical implications The analysis showed that organizations differentiated on four innovation-enabling dimensions are more successful than others in ecosystem innovation. Their winning practices: 10;9;They lead with platforms for innovating in ecosystems. 10;9;They create the structures that enable the transformation of ideas into desired customer experiences in ecosystems 10;9;They establish effective, meaningful measurements for successful innovation in ecosystems. 10;9;They approach innovation with a collaborative mindset and create an environment of openness that shapes innovative behavior. 10; Originality/value The study identified the best practices of the most successful companies, ecosystem innovators. They excel across four innovation dimensions. They build platforms and employ ecosystems to better orchestrate customer experiences. They establish processes to effectively measure innovation within ecosystems in which they operate. They form organizational structures that institutionalize innovation. And they create and promote environments of openness and collaboration
{"title":"Ecosystems boost revenues from innovation initiatives","authors":"Anthony Marshall, Anthony Lipp, Kazuaki Ikeda, R. Singh","doi":"10.1108/sl-04-2020-0055","DOIUrl":"https://doi.org/10.1108/sl-04-2020-0055","url":null,"abstract":"\u0000Purpose\u0000Ecosystem partnerships are driving a dramatic change in the nature of business as industries as diverse as banking, automotive and retail are converging in unprecedented ways–and at an unprecedented rate. To learn how leading companies are embracing innovation in ecosystems to drive both value creation and competitiveness, the IBM Institute for Business Value in collaboration with Oxford Economics surveyed 1000 top executives in 19 industries and 29 countries between August and January 2019.\u0000\u0000\u0000Design/methodology/approach\u0000The survey cohort included 250 Chief Executive Officers, 150 Chief Financial Officers, 150 Chief Innovation Officers, 150 Chief Marketing Officers, 150 Chief Operations Officer and 150 Chief Alliance/Partnership Officers.\u0000\u0000\u0000Findings\u0000Analysis revealed that organizations with high engagement in ecosystems generate greater revenues from innovation initiatives. Specifically, revenues tied to innovation were more than 14 percent higher for ecosystem-engaged businesses than their less ecosystem-oriented peers.\u0000\u0000\u0000Practical implications\u0000The analysis showed that organizations differentiated on four innovation-enabling dimensions are more successful than others in ecosystem innovation. Their winning practices: 10;9;They lead with platforms for innovating in ecosystems. 10;9;They create the structures that enable the transformation of ideas into desired customer experiences in ecosystems 10;9;They establish effective, meaningful measurements for successful innovation in ecosystems. 10;9;They approach innovation with a collaborative mindset and create an environment of openness that shapes innovative behavior. 10;\u0000\u0000\u0000Originality/value\u0000The study identified the best practices of the most successful companies, ecosystem innovators. They excel across four innovation dimensions. They build platforms and employ ecosystems to better orchestrate customer experiences. They establish processes to effectively measure innovation within ecosystems in which they operate. They form organizational structures that institutionalize innovation. And they create and promote environments of openness and collaboration\u0000","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":"48 1","pages":"17-27"},"PeriodicalIF":0.0,"publicationDate":"2020-05-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/sl-04-2020-0055","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43313395","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}
To create a culture of experimentation, Thomke says, firms need “a new model of leadership,” which cultivates curiosity, emphasizes data-informed decisions, experiments ethically, sets grand challenges and establishes systematic training and support for rapid experimentation [ ]the customer is the firm’s new boss “In an increasingly digital world,” as Mark Okerstrom, the CEO of Expedia Group told Thomke, “if you don’t do large-scale experimentation, in the long term – and in many industries the short term – you’re dead ” [ ]leadership and strategy have started shifting inexorably towards where front line workers and customers interact
{"title":"Why a culture of experimentation requires management transformation","authors":"S. Denning","doi":"10.1108/sl-04-2020-0048","DOIUrl":"https://doi.org/10.1108/sl-04-2020-0048","url":null,"abstract":"To create a culture of experimentation, Thomke says, firms need “a new model of leadership,” which cultivates curiosity, emphasizes data-informed decisions, experiments ethically, sets grand challenges and establishes systematic training and support for rapid experimentation [ ]the customer is the firm’s new boss “In an increasingly digital world,” as Mark Okerstrom, the CEO of Expedia Group told Thomke, “if you don’t do large-scale experimentation, in the long term – and in many industries the short term – you’re dead ” [ ]leadership and strategy have started shifting inexorably towards where front line workers and customers interact","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":"48 1","pages":"11-16"},"PeriodicalIF":0.0,"publicationDate":"2020-05-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/sl-04-2020-0048","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42391053","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 this interview with Harvard innovation expert Stefan H.Thomke about his latest book, Experimentation Works: The Surprising Power of Business Experiments, he pays tribute to the scientific method and “the engine that has powered” it over the centuries, the “humble experiment.” Design/methodology/approach Professor Thomke anticipates a burgeoning role for business experimentation, one that it is already playing across the value chain, particularly in leading online companies. Findings Digital experimentation tools have the potential to revolutionize a company’s R&D, but they can also transform entire industries by shifting experimentation–and thus product innovation–to users and customers. Practical implications The ability to access large customer samples, to automatically collect huge amounts of data about user interactions on websites and apps, and to run concurrent experiments gives companies an unprecedented opportunity to evaluate many ideas quickly, with great precision, and at a negligible cost per additional experiment. Originality/value Product development is being transformed by rapid experimentation: all aspects of software–including user interfaces, security applications and back-end changes–can now be subjected to A/B tests.
{"title":"Stefan Thomke: The power of experimentation in the digital era","authors":"B. Leavy","doi":"10.1108/sl-03-2020-0047","DOIUrl":"https://doi.org/10.1108/sl-03-2020-0047","url":null,"abstract":"\u0000Purpose\u0000In this interview with Harvard innovation expert Stefan H.Thomke about his latest book, Experimentation Works: The Surprising Power of Business Experiments, he pays tribute to the scientific method and “the engine that has powered” it over the centuries, the “humble experiment.”\u0000\u0000\u0000Design/methodology/approach\u0000Professor Thomke anticipates a burgeoning role for business experimentation, one that it is already playing across the value chain, particularly in leading online companies.\u0000\u0000\u0000Findings\u0000Digital experimentation tools have the potential to revolutionize a company’s R&D, but they can also transform entire industries by shifting experimentation–and thus product innovation–to users and customers.\u0000\u0000\u0000Practical implications\u0000The ability to access large customer samples, to automatically collect huge amounts of data about user interactions on websites and apps, and to run concurrent experiments gives companies an unprecedented opportunity to evaluate many ideas quickly, with great precision, and at a negligible cost per additional experiment.\u0000\u0000\u0000Originality/value\u0000Product development is being transformed by rapid experimentation: all aspects of software–including user interfaces, security applications and back-end changes–can now be subjected to A/B tests.\u0000","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":"48 1","pages":"3-10"},"PeriodicalIF":0.0,"publicationDate":"2020-05-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/sl-03-2020-0047","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43998729","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}
Benjamin Finzi, Vincent Firth, Maureen Bujno, K. Lu
Purpose The authors suggest ways CEOs can orchestrate their relationship with their board to optimize its potential to become a strategic asset for the company, as distinct from its more traditional role as overseer of management. Design/methodology/approach To better understand how CEOs can actively engage their boards to make them become strategic assets, the authors conducted research involving more than 50 conversations with Fortune 1,000 CEOs, board chairs, directors, academics and external board advisors to ask them to share their experience and perspectives. Findings The challenge for both CEOs and boards is to fight the natural tendency to evade confrontations or smooth things over, rather than harness conflict to achieve higher-value decisions. Practical implications CEOs can also model confident transparency for their executive teams and send a strong signal that it is okay to share information about work in progress with the board even if it is not finalized. Originality/value The stakes have never been higher for CEOs as they are expected to manage, make sense of and take advantage of unprecedented levels of ambiguity and uncertainty. To help do this, they need board members who are fully engaged and willing and able to prod, push, challenge and champion–to work with their CEOs to get to better insight and decisions.
{"title":"How CEOs can engage boards to become strategic assets","authors":"Benjamin Finzi, Vincent Firth, Maureen Bujno, K. Lu","doi":"10.1108/sl-02-2020-0024","DOIUrl":"https://doi.org/10.1108/sl-02-2020-0024","url":null,"abstract":"\u0000Purpose\u0000The authors suggest ways CEOs can orchestrate their relationship with their board to optimize its potential to become a strategic asset for the company, as distinct from its more traditional role as overseer of management.\u0000\u0000\u0000Design/methodology/approach\u0000To better understand how CEOs can actively engage their boards to make them become strategic assets, the authors conducted research involving more than 50 conversations with Fortune 1,000 CEOs, board chairs, directors, academics and external board advisors to ask them to share their experience and perspectives.\u0000\u0000\u0000Findings\u0000The challenge for both CEOs and boards is to fight the natural tendency to evade confrontations or smooth things over, rather than harness conflict to achieve higher-value decisions.\u0000\u0000\u0000Practical implications\u0000CEOs can also model confident transparency for their executive teams and send a strong signal that it is okay to share information about work in progress with the board even if it is not finalized.\u0000\u0000\u0000Originality/value\u0000The stakes have never been higher for CEOs as they are expected to manage, make sense of and take advantage of unprecedented levels of ambiguity and uncertainty. To help do this, they need board members who are fully engaged and willing and able to prod, push, challenge and champion–to work with their CEOs to get to better insight and decisions.\u0000","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":"48 1","pages":"45-50"},"PeriodicalIF":0.0,"publicationDate":"2020-04-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/sl-02-2020-0024","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43868780","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 introduces the concept of the “AI first company”, a new breed of organization that is transforming the economy and defining the emergence of a new age. Design/methodology/approach An interview with Harvard digital strategy experts, Marco Iansiti and Karim Lakhani, about their new book, Competing in the Age of AI: Strategy and Leadership When Algorithms and Networks Run the World. Marco Iansiti is the David Sarnoff Professor of Business Administration at Harvard Business School (HBS) and heads the school’s Technology and Operations Management Unit and the Digital Initiative. Karim R. Lakhani is the Charles E. Wilson Professor of Business Administration at HBS, and the founder and co-director of the Laboratory for Innovation Science and co-founder of the Digital Initiative at Harvard. 10; 10;The authors were interviewed by Brian Leavy, emeritus professor of strategy at Dublin City University Business School and a Strategy & Leadership contributing editor. Findings Digital transformation is not about creating a digital function or spinning off a digital unit, it’s about fundamentally restructuring the core of the firm by building a data-centric operating architecture supported by an agile organization that enables on-going change. Practical implications Essentially, we are moving away from an era of core competencies that differ from industry to industry to an age shaped by data and analytics and powered by algorithms. The concept of network is superceding the concept of industry in defining strategic options for firms. Originality/value The emergence of the “Age of AI” has possibly created the greatest entrepreneurial opportunity in the history of civilization and the world is literally jammed with entrepreneurial activity. Marco Iansiti and Karim Lakhani suggest ways to maximize that opportunity.
{"title":"Marco Iansiti and Karim Lakhani: strategies for the new breed of “AI first” organizations","authors":"B. Leavy","doi":"10.1108/sl-02-2020-0026","DOIUrl":"https://doi.org/10.1108/sl-02-2020-0026","url":null,"abstract":"\u0000Purpose\u0000This interview introduces the concept of the “AI first company”, a new breed of organization that is transforming the economy and defining the emergence of a new age.\u0000\u0000\u0000Design/methodology/approach\u0000An interview with Harvard digital strategy experts, Marco Iansiti and Karim Lakhani, about their new book, Competing in the Age of AI: Strategy and Leadership When Algorithms and Networks Run the World. Marco Iansiti is the David Sarnoff Professor of Business Administration at Harvard Business School (HBS) and heads the school’s Technology and Operations Management Unit and the Digital Initiative. Karim R. Lakhani is the Charles E. Wilson Professor of Business Administration at HBS, and the founder and co-director of the Laboratory for Innovation Science and co-founder of the Digital Initiative at Harvard. 10; 10;The authors were interviewed by Brian Leavy, emeritus professor of strategy at Dublin City University Business School and a Strategy & Leadership contributing editor.\u0000\u0000\u0000Findings\u0000Digital transformation is not about creating a digital function or spinning off a digital unit, it’s about fundamentally restructuring the core of the firm by building a data-centric operating architecture supported by an agile organization that enables on-going change.\u0000\u0000\u0000Practical implications\u0000Essentially, we are moving away from an era of core competencies that differ from industry to industry to an age shaped by data and analytics and powered by algorithms. The concept of network is superceding the concept of industry in defining strategic options for firms.\u0000\u0000\u0000Originality/value\u0000The emergence of the “Age of AI” has possibly created the greatest entrepreneurial opportunity in the history of civilization and the world is literally jammed with entrepreneurial activity. Marco Iansiti and Karim Lakhani suggest ways to maximize that opportunity.\u0000","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":"48 1","pages":"11-18"},"PeriodicalIF":0.0,"publicationDate":"2020-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/sl-02-2020-0026","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49330761","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 his new book, Leading in the Digital World: How to Foster Creativity, Collaboration and Inclusiveness, MIT leadership expert, Amit S. Mukherjee identifies seven principles that together help to define the new context for work, organization and leadership. Design/methodology/approach The seven principles offer a valuable template for corporate leaders everywhere seeking to understand the new leadership imperatives of the digital age and why the new era “calls for a new kind of leader – one who emphasizes creativity, collaboration and inclusivity.” Findings Today, discovering and serving unpredicted, unmet needs creates great customer value. A group that can draw on a multitude of lived experiences is more likely to uncover those than a cloistered, self-aggrandizing one. Practical implications The digital world requires executives to have a true collaboration instinct because, typically, no group possesses all the intellectual property necessary to accomplish creative, mission-critical tasks. Originality/value Amit Mukherjee’s seven principles offer a new set of insights into the shaping of emerging digital strategy and leadership. The message for leaders: Recognize that in the digital world you must primarily be the connector of people and ideas, not their approver or decider
麻省理工学院的领导力专家Amit S. Mukherjee在他的新书《在数字世界中领导:如何培养创造力、协作性和包容性》中确定了七条原则，这些原则共同帮助定义了工作、组织和领导力的新环境。设计/方法/方法这七项原则为世界各地的企业领导者提供了一个有价值的模板，帮助他们理解数字时代新的领导要求，以及为什么新时代“需要一种新型的领导者——一种强调创造力、协作和包容的领导者”。今天，发现和服务未预料到的、未满足的需求创造了巨大的客户价值。一个可以借鉴大量生活经验的群体比一个与世隔绝、自我夸大的群体更有可能发现这些经验。实际意义数字世界要求高管具有真正的协作本能，因为通常情况下，没有一个团队拥有完成创造性、关键任务所需的全部知识产权。原创/价值amit Mukherjee的七项原则为新兴数字战略和领导力的形成提供了一套新的见解。给领导者的信息:要认识到，在数字世界里，你必须主要是人和想法的连接者，而不是他们的审批者或决定者
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