Business Intelligence software is an essential tool for analyzing your company’s strengths and weaknesses. From inventory management, to accounting, to customer intelligence and beyond, there are many ways you can use BI software to inform your decision-making, increase operational efficiency, and gain a competitive edge.
November 25, 2013 | By: Fredrik Hacklin, Boris Battistini and Martin W. Wallin | In: Strategies
A decade ago, when purchasing a new cellphone,informed customers would likely choose between Nokia, Ericsson, Motorola, or perhaps even Siemens. Today, youngsters, hipsters, techies and executives alike opt for Apple, Samsung and LG. What happened?
The relationship between strategy, leadership and organizational performance continues to be an area of major interest for practitioners, academics and the business media. Here are two reasons why it requires a closer look: First, thinking and practice at the intersection of strategy and leadership have changed significantly over the last 20 years. Also, recent advances in thinking about the business model concept enable leaders to gain a better grasp on the link between strategy and value creation.
Leaders need to develop a ‘habit of knowledgeability,’ according to Haydn Shaughnessy, who has written extensively on change and innovation for Forbes, WSJ, InnovationManagement and HBR, among other noteworthy publications. In this article, Harun Asad expands on this notion and suggests how to build and implement a strategic intelligence platform that facilitates advancing innovation.
In these uncertain times, are you ready to take advantage of the opportunities that will arise in the next few years, or are you paralyzed by indecision? Scenario thinking can help you to be part of the first group.
In the age of permanent uncertainty there is a resurgent interest in scenario planning. Executives that have witnessed high profile decline of strong companies know that past success is no guaranteed guide to the future. Kevin McDermott & Peter Kennedy argue that scenario planning can be lifted out of its conventional uses in strategy development and risk management and used instead to avoid “opportunity blindness”.