Overcoming the real barriers to entry into adjacent markets
Moving into adjacent markets is a common step among companies that have grown as much as they can in their home markets and wish to sustain high growth rates.
How business leaders can care about the world - profitably
In today’s world the question of third party interests is of increasing importance as companies leave their footprint around the globe in different societies. How and to what degree should executives allow for these externalities?
Creating Strategic Value byBalancing Risk and Opportunities
No risk - no reward? The old mantra of business seems to have lost its meaning: cut-throat competition, ever-emerging markets and a general loss of trust in economic stability has led many corporations to tread overly carefully. But help is on the way.
The Challenges of Profound Change
In 1988, the Harvard Business Review carried an article called "Planning as Learning," by Arie de Geus, coordinator of group planning at Royal Dutch/Shell.
Half of Your R&D Is Wasted - But Which Half and on What?
When the reengineering wave of the 1990s hit R&D operations, Chief Technology Officers (CTOs) jumped to justify their companies' R&D spending levels, striving for functional efficiency, process effectiveness, and value for money invested.