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The authors propose a new way to assess the value of strategic options of various kinds, using binomial maths rather than the well-known Black-Scholes-Merton method. A highly complex article which is aimed at people involved professionally with evaluating strategic options and is not fully reviewed here.
Ernest Waaser / Marshall Dahneke / Michael Pekkarinen / Michael Weissel
The authors report on the experience of a long-established health care equipment manufacturer which addressed performance improvement by focussing on the sales force, leading to a new structure and customer segmentation concept
Birth rates in the western world are at historic lows, the workforce population between the ages of 35 and 44 is declining and in the next ten years the baby-boomers, born between 1946 and 1964, will be retiring, tearing a huge hole in the workforce population. The authors suggest that in this scenario, retirement at a fixed age is no longer sustainable and propose some alternatives.
Most non-profit organisations have broad and inspiring mission statements, such as “Fight homelessness”, but no real strategy to back it up. This often leads to an over-adherence to the mission, with little regard for developments in the market, undermining the organisation´s effectiveness. The author proposes a process towards creating a more down-to-earth strategy.
Most managers will tell you that the things that most stop them from getting on with their work are lack of time, lack of resources or lack of opportunity. But these are often just excuses. What really gets in the way is their uncertainty about acting according to their own best judgement. The authors studied hundreds of managers at work and came up with some suggestions on how to avoid this trap.
Like an individual species in a biological ecosystem, each member of a business ecosystem ultimately shares the fate of the network as a whole, regardless of that member´s apparent strength. This means that stand-alone approaches no longer work and the author attempts to describe what this means for companies´ strategies as a whole.
A food manufacturer is faced with increasing pressure from activists and litigators concerning the fat content in their products - and a law suit attacking the company in this respect has now been lodged. The problem is, reducing controversial substances means replacing them with other ingredients which may be more expensive or have wider-reaching ecological issues. Four experts comment on how the company should proceed.
Knowing who to trust is one of the biggest problems of being a leader. And the higher up the corporate ladder you get, the more difficult it becomes. The author describes the problem and makes some suggestions on how to decide upon whom and how you should trust.
The highly networked nature of many markets today means that it is extremely difficult to be successful with an innovation. Executives thus need to rethink how they bring innovations to market and the author describes some new ways of approaching this interconnected world.
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