Strategy & Leadership: Volume 28 Issue 1

Spiral dynamics:: the layers of human values in strategy

Christopher C. Cowan, Natasha Todorovic

Strategies often go awry because organizational leaders are not fully aware of the values held by its members. No matter how brilliant the analysis that underlies a strategy, it…

Pattern thinking:: a strategic shortcut

Adrian J. Slywotzky, David J. Morrison

This article describes the application of pattern thinking to strategy. Patterns provide a powerful discipline to see order beneath the surface chaos. Pattern thinking can help…

Satisfaction, sacrifice, surprise:: three small steps create one giant leap into the experience economy

B. Joseph Pine, James H. Gilmore

The authors describe and explain the progression of economic value, showing that customizing a good turns it into a service, customizing a service turns it into an experience, and…

Why good management ideas fail:: the neglected power of organizational culture

William E. Schneider

Why do some management ideas take root and remain viable and others wither and die? This article offers four fundamental reasons: all organizations are basically living, social…

Shareholder value debunked

David I. Goldenberg

Shareholder‐value proponents claim a new, economically sound way to maximize profits, create wealth, measure performance, and reward executives. That invalid claim is dangerous…

Quick takes

Managing work vs. adding resources

John L. Eaton

Creating a knowledge advantage: making knowledge management everybody's job

Nigel Bristow