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Article Strategy
In the sixth article of “The Strategy of Change” series in the MIT Sloan Management Review, we explore how the focus of the three key tasks of leadership vary according to the type of change you are trying to achieve. Published in March 2022
Article Strategy
In the fifth article of “The Strategy of Change” series in the MIT Sloan Management Review, we explore how your innovation efforts need to be informed by the type of change you are trying to achieve. Published in October 2021
Article Strategy
In the fourth article of “The Strategy of Change” series in MIT Sloan Management Review, we explore how a focus on creating value for a broader range of stakeholders can result in much better strategy. Published in August 2021
Article Strategy
In this third article in our MIT Sloan Management Review series, we share three key insights emerging from the MADStrat research – the proportion of companies for which change in magnitude vs. activity vs. direction are appropriate; the need to be both relevant and distinctive; and the requirement to consider the interests of multiple stakeholders in order to develop truly sustainable strategies. Published in May 2021
Article Strategy
In our second article in the “strategic management of change” series in the MIT Sloan Management Review, we identify how traditional approaches to strategy development embody two assumptions (industry stability; and shareholder primacy) that limit their usefulness now that a dynamic, multi-stakeholder approach is required. We describe how a focus on fit to purpose and relative advantage provides the key to identifying what form of change is appropriate to the specific context of a business. Published in December 2020
Article Strategy
The word “change” covers a broad spectrum of possibilities – in the first article of “The Strategy of Change” series in the MIT Sloan Management Review, we identify the three major forms that change can take: magnitude, activity or direction. Published in August 2020
Article Measurement
We argue that marketers’ obsession with achieving balance sheet recognition for brands is misplaced because the purpose and practices of financial accounting involve requirements that brands cannot meet. Rather, we see a significant opportunity for marketers to propose changes to management accounting so that the internal accounts of the business better reflect economic reality. Published in September 2021
Article Strategy
Commentary on Nike’s masterful alignment of its brand with a social cause that was authentic for the company to champion – and that drove purchase consideration among its target customers, even as it provoked a negative response from peripheral customers.
Article Strategy
Coauthored with two senior marketing executives, we explore how B2B businesses have to go beyond talking about their capabilities (aka solutions) and focus on the outcomes that they enable their customers to achieve. We identify five areas in which change is required in order to reflect this orientation towards customer outcomes.
Article Measurement
Review of the relationship between design, ingenuity, intangible value and business value. My effort to help creatives articulate their contribution to business success.
