In this article, Zabriskie and Huellmante provide a deeper understanding as to what makes strategic and successful senior management.Though the identification of the six major elements of strategic thinking, they clearly state the tasks, questions, decisions, and skills necessary for senior executives to lead an organization in a strategic manner. Not only does this article offers advice that superceeds the plethora of leadership theories out there, but it also delivers insight into "how development programmes help managers master the the ingredients of strategic leadership".
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by in Long Range Planning on April 26, 2002
by in Harvard Business Review on March 27, 2012
In this article, Anne Kreamer addresses societal concerns of the declining educational systems by spotlighting simple opportunities to foster innovation. She discuses the mental benefits gained by intentionally reducing stress, broadening your interactions with novel stimuli and letting your mind roam. Taking tips from Dickens and Jobs, Kreamer persuades us to gain innovative enlightenment by deviating from the physical and intellectual norms of our day to day routine.
by in on November 30, 2011
In this article Jack Hipple talks about the use of Predictive Failure Analysis in a situation where traditional TRIZ techniques can’t be applied. The Predictive Failure Analysis is a technique that gives the practitioner the ability to view the problem from a different perspective. Predictive Failure Analysis utilizes traditional TRIZ techniques and allows you to identify potential system failures, in turn solving the problem.
by in on November 22, 2011
In this article Gennady Retseptor discusses the 40 Inventive Principles and provides examples of each principle being applied with respect to different quality management applications. The 40 Inventive Principles were developed to allow practitioners to create solutions to problems through the use of TRIZ methodologies. Through these examples practitioners can observe the 40 Inventive Principles at work and learn to apply these methods to their own quality management problems.
by in Strategy+Business on May 24, 2011
In this article Matt Palmquist refers to a study, “Recognizing Creative Leadership: Can Creative Idea Expression Negatively Relate to Perceptions of Leadership Potential?” by Jennifer S. Mueller, Jack Goncalo and Dishan Kamdar, discussing the correlation between creativity and leadership roles. Using the contradiction between the accepted attributes of a leader, and the definition of creativity as a starting place this study establishes a theory that, unless you are charismatic, you are less likely to become a leader in an organization if you are creative.
by in Singapore Management Review on July 15, 2011
In this article Tim O’Shannassy gives explanation of traditional and contemporary roles involving the strategic management process. In the past strategic thinking and planning was predominantly done by the CEO and Strategic Planners in a top down information system. When studied, this practice has been proven to be less effective then involving everybody in a process. In contemporary models the line managers, people that implement and analyze the strategies, are involved in the strategic planning allowing a bottom top flow of information to be involved, thus improving the strategic management process.
by in Harvard Business Review on July 01, 2005
In this article Richard Florida and James Goodnight discuss the culture at SAS Institute and the ability SAS has for harboring creativity. SAS puts a lot of value in employee and customer happiness. By challenging employees and using benefits supported through cost analysis SAS is able to keep employees happy, motivated and focused allowing productivity to be maximized. Customers are treated better then employees through no bug software and accelerated customer service. Because SAS allows creativity to thrive they have become a very successful business with both happy employees and customers.
by in Harvard Business Review on July 01, 1997
In this article Dorothy Leonard and Susaan Straus talk about how to productively harness abrasion when tackling innovation initiatives. When developing a group to take on an innovation initiative many times it contains people with similar backgrounds and thought processes. In order to get new and creative results the group must be made of people with different backgrounds and thought processes, but when this occurs abrasion develops. If the manager of this group can cause this abrasion to be productive the end result should be the innovation the company is looking for.
by in Harvard Business Review on January 01, 2008
In this article Robert S. Kaplan and David P. Norton talk about building and executing strategies through a closed loop managerial system involving development, translation, operation, monitoring and adaptation. Devising and implementing a solid business strategy is straightforward enough as long as the people involved communicate throughout the process. It is suggested daily meetings may be necessary in order to successfully implement a business strategy. Using the process laid out in this article any business has the ability to apply a successful business strategy.
by in The McKinsey Quarterly on November 03, 2006
In this article Robert L. Cross, Roger D. Martin and Leigh M. Weiss talk about internal collaboration. Many companies are unaware of their internal collaboration networks and therefore unable to utilize those networks. Projects are being executed without key players involved because they don’t know the project exists. In order to take care of collaborative problems such as this, a company needs to map its collaborative networks. Using the information gained through collaboration mapping companies can create value and become more efficient.
