This article discusses the misnomer that benchmarking is anything more than an operational tool for increasing efficiency, productivity, and earnings; it cannot dictate sustainable market success. In fact, strategic convergence often results in declining margins as companies destroy market value by competing for smaller segments of industry resources. The author wants to caution companies from this volatile situation and instead urge them to find success through the exploration of untouched market opportunities.
This article challenges the common notion that emulating the business model of highly successful power horses, such as Apple, is the standardized key to success. The shortcoming of most observers and management theorist is the assumption that everything these companies do should be revered as best practices. The thing is they neglect to look at the greater context of its success and the individualized factors that might inhibit it from yielding similar results and returns when replicated.
This article examines the intentionally wise steps that Shell managers carried out in order to consistently propel their innovative momentum. Throughout this discussion, it is clear that the enhancement in Shell’s productivity and innovation was a direct result of its Domain design and implementation. Using the Actor Network Theory, a conceptual framework used in science and technology studies, the authors specifically identify how Shell attained its success. Gaining an understanding of Shell’s ability to link strategy and technology through the establishment of Domains provides businesses with valuable insight.
In this article, Henry Mintzberg defines the differences between strategic planning and strategic thinking, not only is one the analysis while the latter is synthesis but strategic planning has the potential to spoil strategic thinking. Identifying the differences between strategic “programming” and strategic thinking is the first step to this alternative approach. Throughout this discussion, he encourages organizations ready to toss out the process of strategic planning to instead redefine the planner’s job in four specific ways. He also persist that in redefining the planner’s role, companies will gain insight into the distinctions between planning and strategic thinking while simultaneously promote the stimulation of novel and innovative thought processes.
In this article, Stan Abraham defines strategic thinking as a way to identify alternative viable strategies or business models that will deliver customer value. In order to search for appropriate alternative strategies, he suggests managers explore how to be successfully different, emulate entrepreneurs, find new opportunities, be future-oriented, and be collaborative. Using practical examples, he demonstrates how the task of strategic thinking is never ending and how critical it is for each person in the company to implement this mindset. “Only then is the company in a position to take appropriate action and only then can it reap the immense benefits of strategic thinking.”
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".
In Chapter 7 of Roger Martin’s book, The Opposable Mind: How successful leaders win through integrative thinking, he discusses “How Integrative Thinkers Connect the Dots” in a chapter titled: “A Leap of The Mind”. This Chapter describes the three tools needed to enhance your integrative thinking capacity through the inspiring testimonials of Taddy Blecher. In 1999, Blecher revolutionized the state of education for the huge population of young blacks in South Africa by creating a “third model”, which led to the CIDA City Campus University. This story is instrumental in capturing the problem solving powers of generative reasoning, causal modelling, and assertive inquiry. Martin strategically uses the stories in this chapter to further demonstrate the potential of utilizing the “Opposable mind, to hold two conflicting ideas in constructive tension.”
In this article Dr. Michael Ohler, Damir Babic and Christine Heine talk about tools that help in the study of discontinuous processes and discuss their application in process improvement. Basic theory assumes the processes associated with standard Lean tools to be continuous. Through observation this is known to not always be the case in a transaction evironment.
In this article Yousof Ardakani talks about solving the longevity problems in total should arhorplasty replacements using the TRIZ contradiction matrix and associated principles. Even though many designs have been proposed to fix the shoulder joint replacement issues, those issues still exist. Through the use of TRIZ techniques various improvements became clear after contradictions were identified and solved.
In this article Stephen Dourson discusses the 40 Inventive Principles and provides examples of each principle being applied with respect to different finance 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 finance problems.