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Article
Publication date: 19 March 2018

Steven Davidson, Edward Giesen, Martin Harmer and Anthony Marshall

The article explains how industry leaders engage in ecosystems effectively to access new markets and new geographies, and through intensive collaboration within new partnering…

599

Abstract

Purpose

The article explains how industry leaders engage in ecosystems effectively to access new markets and new geographies, and through intensive collaboration within new partnering arrangements, ecosystems have become an essential resource for building their new capabilities.

Design/methodology/approach

Executives of the most successful organizations surveyed embrace their existing ecosystems and expect to pursue new and different partnering arrangements. Outperforming organizations credit their ecosystems with generating value and innovation. The article looks at what they did differently than under-performers.

Findings

Ecosystems can drive a broad range of strategic opportunities including new engagement and monetization models.

Practical implications

Ecosystems help organizations access critical capabilities that would have otherwise been unavailable or very difficult to obtain. 10; 10; 10;

Originality/value

3BLeaders of outperforming organizations recognize the significant opportunity to improve skills by learning alongside ecosystem partners.

Details

Strategy & Leadership, vol. 46 no. 2
Type: Research Article
ISSN: 1087-8572

Keywords

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Article
Publication date: 6 July 2010

Edward Giesen, Eric Riddleberger, Richard Christner and Ragna Bell

Business‐model innovation is critical to success in today's increasingly complex and fast‐changing environment. So corporate leaders need to understand when to adapt the business

15366

Abstract

Purpose

Business‐model innovation is critical to success in today's increasingly complex and fast‐changing environment. So corporate leaders need to understand when to adapt the business model and how to execute the change. This paper aims to address this issue.

Design/methodology/approach

Data from IBM's Global CEO Study 2008 and an analysis of 28 successful business‐model innovators, produced insights into both the best timing and process for business model innovation.

Findings

The IBM researchers identified a set of characteristics that strong business‐model innovators demonstrate consistently.

Practical implications

A set of characteristics, which the IBM researchers call the “Three A's,” are critical to the successful design and execution of business‐model innovation: Aligned – Leverage core capabilities and design consistency across all dimensions of the business model, both internally and externally, that build customer value; Analytical – Use information strategically to create foresight, and prioritize actions while measuring and tracking for rapid course correction; and Adaptable – Link innovative leadership with the ability to effect change and institutionalize operational flexibility.

Originality/value

The paper answers two questions that can help companies develop their innovation strategy and transformation approach for the new economic environment: Under what conditions should companies adapt their business model?; and What capabilities and characteristics support the design and execution of successful business‐model innovation?

Details

Strategy & Leadership, vol. 38 no. 4
Type: Research Article
ISSN: 1087-8572

Keywords

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Article
Publication date: 13 November 2007

Edward Giesen, Saul J. Berman, Ragna Bell and Amy Blitz

The purpose of this paper is to find out what exactly the term business model innovation encompasses and what type yields the best results.

19427

Abstract

Purpose

The purpose of this paper is to find out what exactly the term business model innovation encompasses and what type yields the best results.

Design/methodology/approach

IBM Consulting researchers first identified the main types of business model innovation, which can be used alone or in combination. They then compared these three types of business model innovation across 35 best practice cases.

Findings

The study found that all new business models can be classified into three types: innovations in industry models; in revenue models and in enterprise models. A key finding was that each type of business model innovation, with the right strategy and strong execution can generate success.

Practical implications

Researchers found that while network plays are being used by diverse companies in different industries and regions and of varying age, size and other characteristics, this tactic has been a particularly useful strategy for older companies.

Originality/value

The study found that best business model innovation strategies provide a strong fit between the competitive landscape for a particular industry and the organization's strengths, shortcomings and characteristics such as age and size.

Details

Strategy & Leadership, vol. 35 no. 6
Type: Research Article
ISSN: 1087-8572

Keywords

Available. Content available
Article
Publication date: 6 July 2010

Robert M. Randall

403

Abstract

Details

Strategy & Leadership, vol. 38 no. 4
Type: Research Article
ISSN: 1087-8572

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Article
Publication date: 18 September 2017

Amy Blitz

Threats from low cost competitors are a fact of markets, a trend likely not just to continue in coming years but to accelerate. The fundamental strategic question the authors…

766

Abstract

Purpose

Threats from low cost competitors are a fact of markets, a trend likely not just to continue in coming years but to accelerate. The fundamental strategic question the authors consider is how best to compete when competing on price alone is not a realistic option.

Design/methodology/approach

This case details how Korea’s POSCO steel company has successfully pivoted from competing on price to competing on innovation.

Findings

POSCO introduced new revenue-generating offerings as well as innovative cost-saving processes while also improving its environmental footprint.

Practical implications

POSCO began sending engineers to work directly with customers to identify areas of opportunity for specialized, differentiated, high value added steel products.

Originality/value

This case shows how POSCO managed to identify and address a host of unmet customer needs, introducing new revenue-generating offerings as well as cost-saving new processes while also improving the company’s environmental footprint, making it a desirable partner for customers concerned about having a socially responsible supply chain.

Details

Strategy & Leadership, vol. 45 no. 5
Type: Research Article
ISSN: 1087-8572

Keywords

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Article
Publication date: 18 July 2016

Saul J. Berman, Peter J. Korsten and Anthony Marshall

Digital reinvention helps organizations create unique, compelling experiences for their customers, partners, employees and other stakeholders.

2177

Abstract

Purpose

Digital reinvention helps organizations create unique, compelling experiences for their customers, partners, employees and other stakeholders.

Design/methodology/approach

Digital reinvention combines the capabilities of multiple technologies, including cloud, cognitive, mobile and the Internet of Things (IoT) to rethink customer and partner relationships from a perspective of fundamental customer need, use or aspiration.

Findings

The most successful digitally reinvented businesses establish a platform of engagement for their customers, with the business acting as enabler, conduit and partner

Practical implications

For successful digital reinvention, organizations need to pursue a new strategic focus, build new expertise and establish new ways of working.

Originality/value

The article offers a blueprint for digital reinvention that involves rethinking customer and partner relationships from a perspective of fundamental customer need, use or aspiration.

Details

Strategy & Leadership, vol. 44 no. 4
Type: Research Article
ISSN: 1087-8572

Keywords

Available. Content available
Article
Publication date: 6 July 2010

Catherine Gorrell

114

Abstract

Details

Strategy & Leadership, vol. 38 no. 4
Type: Research Article
ISSN: 1087-8572

Available. Content available
Article
Publication date: 19 March 2018

Robert Randall

364

Abstract

Details

Strategy & Leadership, vol. 46 no. 2
Type: Research Article
ISSN: 1087-8572

Available. Content available
Article
Publication date: 13 November 2007

Catherine Gorrell

533

Abstract

Details

Strategy & Leadership, vol. 35 no. 6
Type: Research Article
ISSN: 1087-8572

Available. Content available
Article
Publication date: 19 March 2018

Larry Goodson

331

Abstract

Details

Strategy & Leadership, vol. 46 no. 2
Type: Research Article
ISSN: 1087-8572

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