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Our fast moving, globally networked economy simply was not possible a few years ago. I’ve heard from many managers stories of being in a serious one-on-one discussion with a colleague over video, only to have their conversation partner turn and speak to someone they didn’t realize was in the room. This left these managers wondering just how much of their conversation was public and precisely who that public might be. MORE
Among the professions that were said to be safe from automation (for the moment) are those that require human interaction and emotive and social competencies, such as management; those that rely on craft mastery, such as recreational therapists and actors; and those that involve understanding complex systems of human and institutional interaction, such as economists. Luckily, b-school professors seem to be hybrids of economist, therapist, actor, and manager. MORE
Are there really global network economies? While network economies generally are regarded as critical to winning with platforms, they, like economies of scale, often seem to be overestimated by executives. From the perspective of globalization through platforms, it is essential to ask yourself whether network economies operate at the global, national, or local level. Do switching costs help sustain network advantages? MORE
To get serious results from a network, you need commitment and a continuity of relationships among the participants. To borrow language from the philosopher Avishai Margalit , the web is a “ thin we ” type of network. They have little in common with other members, and they’re reluctant to do much for the network. When networks develop into communities, the results can be powerful. What can leaders do to turn a network into a community? MORE
Benjamin Graham , the father of value investing, seldom met the managers of the companies he invested in because he felt they would tell him only what they wished him to hear and because he didn’t want to be influenced by impressions of personality. Revenue moats are usually linked to intangible assets (including brands and patents), high switching costs, and network economies. So is there something different about the managers who do succeed? MORE
Managers and people in higher positions, in general, are always looking for ways to improve bottom-line operations and minimize the risks. Risk management helps them stay on top of the market challenges and trends in the relevant industry. Risk Management in Real-Time. MORE
” But in a networked economy, the nature of strategy, value creation, and competitive advantage change from incremental to exponential. They look to create network effects through ecosystems of customers, suppliers, and partners. In the area of organizational design, we are seeing an evolution from formal hierarchies to fluid networks. To truly become a networked organization, you need decision principles that create both alignment and autonomy. MORE
Strategy Driven
APRIL 14, 2020
Managers and people in higher positions, in general, are always looking for ways to improve bottom-line operations and minimize the risks. Risk management helps them stay on top of the market challenges and trends in the relevant industry. Risk Management in Real-Time.
Harvard Business Review
SEPTEMBER 28, 2015
Benjamin Graham , the father of value investing, seldom met the managers of the companies he invested in because he felt they would tell him only what they wished him to hear and because he didn’t want to be influenced by impressions of personality. Revenue moats are usually linked to intangible assets (including brands and patents), high switching costs, and network economies. So is there something different about the managers who do succeed?
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Harvard Business
AUGUST 10, 2016
Are there really global network economies? While network economies generally are regarded as critical to winning with platforms, they, like economies of scale, often seem to be overestimated by executives. From the perspective of globalization through platforms, it is essential to ask yourself whether network economies operate at the global, national, or local level. Do switching costs help sustain network advantages?
Harvard Business
NOVEMBER 3, 2016
” But in a networked economy, the nature of strategy, value creation, and competitive advantage change from incremental to exponential. They look to create network effects through ecosystems of customers, suppliers, and partners. In the area of organizational design, we are seeing an evolution from formal hierarchies to fluid networks. To truly become a networked organization, you need decision principles that create both alignment and autonomy.
Harvard Business Review
SEPTEMBER 15, 2014
To get serious results from a network, you need commitment and a continuity of relationships among the participants. To borrow language from the philosopher Avishai Margalit , the web is a “ thin we ” type of network. They have little in common with other members, and they’re reluctant to do much for the network. When networks develop into communities, the results can be powerful. What can leaders do to turn a network into a community?
Harvard Business Review
MAY 26, 2014
Among the professions that were said to be safe from automation (for the moment) are those that require human interaction and emotive and social competencies, such as management; those that rely on craft mastery, such as recreational therapists and actors; and those that involve understanding complex systems of human and institutional interaction, such as economists. Luckily, b-school professors seem to be hybrids of economist, therapist, actor, and manager.
Harvard Business Review
MARCH 26, 2015
Our fast moving, globally networked economy simply was not possible a few years ago. I’ve heard from many managers stories of being in a serious one-on-one discussion with a colleague over video, only to have their conversation partner turn and speak to someone they didn’t realize was in the room. This left these managers wondering just how much of their conversation was public and precisely who that public might be.
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