The Strategic Leader’s Roadmap

Strategy Driven

It required an individual who could both think and act strategically, a person who brought a strong sense for strategy and a personal capacity to lead its execution. Becoming a strategic leader is an acquired capacity that can, in our view, be mastered by managers at all levels.

Why Innovators Should Study the Rise and Fall of the Venetian Empire

Harvard Business Review

This location, consisting of a series of islands in a marshy lagoon, also pushed it to develop a (then unusual) trading and moneylending economy, since there was little land to support agriculture. If, as Michael Porter wrote , competitive advantage stems from how “activities fit and reinforce one another… creating a chain that is as strong as its strongest link,” then strategic fit is something that the Venetian Republic had in spades.

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For Growth, New Ideas Aren't Enough

Harvard Business Review

Others are a poor strategic fit. Creativity Innovation Product developmentThis post is part of the HBR Insight Center Growing the Top Line. There it was again in the Wall Street Journal on August 29: a beloved and uplifting, but unfortunately not effective, approach to driving growth through innovation. The idea is that companies need to encourage innovation from everyone and at every level in the organization.

The Right Kind of Conflict Leads to Better Products

Harvard Business Review

” Members from each partner organization rate the alliance in areas related to strategic fit, operational fit, and cultural fit. What distinguished successful from unsuccessful alliances was more of a “productive” irritation — creative tension between differing ideas about how to develop alliance products – reflected in disagreements about the strategy and tactics of how best to develop a particular molecule.

Deciding to Fix or Kill a Problem Product

Harvard Business Review

And the engineers and developers working on the product are too close to it or have a much higher tolerance for complexity than the customer will. Situation Three: It Does Not Have Good Strategic Fit. How does your product fit into it?

How Merck Is Trying to Keep Disrupters at Bay

Harvard Business Review

Pharmaceutical companies, buffeted by regulatory changes, new drug technologies that alter entry barriers and competition, price pressures, and an estimated 300,000 job cuts since 2000, seem to fit the popular narrative of large organizations unable to deal with disruptive forces.

The Risks and Benefits of Using AI to Detect Crime

Harvard Business Review

But determining whether AI crime-fighting solutions are a good strategic fit for a company depends on whether the benefits outweigh the risks that accompany them. Below, we explain some of the steps they’re taking: Evaluating the strategic fit. As managers examine how AI can assist them in identifying criminal activities, they should also consider how it fits in with their broader AI strategy. Patrick George/Getty Images.

How to Know If a Spin-Off Will Succeed

Harvard Business Review

Decisive actions are required to tackle the factors that prompted the spin-off in the first place, which in many cases are underperformance and/or a lack of strategic fit leading to chronic underinvestment in the development of the business.

The Secrets to Building a Lucky Network

Harvard Business Review

The net present value and strategic fit of a given relationship or initial introduction in one's Lucky Network might be foggy at best, but unintended benefits often manifest for those who embrace relationships with openness. And they develop great relationships, less through obsequies and architected targeting, but by naturally, authentically, and generously giving and caring about people. There are no guarantees to entrepreneurial success.

Microsoft’s Next CEO: How the Board Can Get It Right

Harvard Business Review

Go outside for a more experienced outside CEO of a major enterprise who could further develop Microsoft’s top talent and then be ready to step aside in five or six years. This brings the advantages of holding off on anointing an internal executive who may not be quite ready—but at the same time retaining the top contestants and allowing for a strategic redirection.