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Article
Publication date: 6 November 2009

Gary Getz, Chris Jones and Pierre Loewe

This paper aims to investigates a process called “migration management.”, which the authors, Strategos consultants, believe that most companies need to link strategy development

1982

Abstract

Purpose

This paper aims to investigates a process called “migration management.”, which the authors, Strategos consultants, believe that most companies need to link strategy development and strategy execution.

Design/methodology/approach

Migration management employs two core perspectives to achieve better strategy implementation – a “future state” description considers identity and a “migration path” charts action.”

Findings

By creating and properly using clear statements of desired future identity and sequenced, interrelated paths of action programs within management processes oriented toward learning and adaptation, companies have been able to overcome the dilemmas and challenges associated with traditional approaches to strategy implementation.

Practical implications

With the intermediate future state and the overall migration path as guides, managers can translate the migration path programs into specific projects and initiatives.

Originality/value

The paper introduces the “future state” concept, which articulates what a knowledgeable observer would write if asked to describe the successful company and its new competencies at the end of the strategy time horizon. The paper describes the process for designing the migration path, the roadmap for getting to the “future state” from the present.

Details

Strategy & Leadership, vol. 37 no. 6
Type: Research Article
ISSN: 1087-8572

Keywords

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Article
Publication date: 1 January 2006

Pierre Loewe and Jennifer Dominiquini

This article offers three key pieces of advice for companies that aspire to be successful serial innovators: don't just treat the symptoms. Don't only act on one root cause. Don't

15442

Abstract

Purpose

This article offers three key pieces of advice for companies that aspire to be successful serial innovators: don't just treat the symptoms. Don't only act on one root cause. Don't blindly copy best practices.

Design/methodology/approach

Explains how to conduct an “innovation diagnostic” to pinpoint your company's specific innovation issues and opportunities and how to build a tailored action plan to address your company's most critical issues.

Findings

The study found that companies that act systemically on all four root causes of innovation blockages have the best chance of success.

Practical implications

Companies that aspire to be successful innovators need to act on the root causes of innovation failure found in four areas: leadership behaviors, management processes, people and skills, and culture and values.

Originality/value

Explains why innovation dysfunctionality is systemic problem, not one that can be quick fixed with a few new techniques such as stage gates and idea generation sessions.

Details

Strategy & Leadership, vol. 34 no. 1
Type: Research Article
ISSN: 1087-8572

Keywords

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Article
Publication date: 13 November 2007

Pierre Loewe and George Chen

This article aims to offer executives specific guidance on how to tailor a successful innovation strategy to their individual company situation.

6402

Abstract

Purpose

This article aims to offer executives specific guidance on how to tailor a successful innovation strategy to their individual company situation.

Design/methodology/approach

Based on Strategos' experience assisting clients in many industries to develop a core competence at innovation, the firm offers three practical guidelines.

Findings

The article finds that Strategos recommends: start with fresh perspectives; leave behind the old innovation paradigm by challenging three outdated assumptions that constrain innovation efforts; use “innovation architecture” to design your innovation program; map out what you need to do on the three critical dimensions of innovation – the “what”, the “who” and the “how.”; avoid seven pitfalls that can thwart the initiative; and learn from the experience of innovation pioneers as you implement your innovation program.

Research limitations/implications

The article offers numerous case examples and step‐by‐step guidance.

Practical implications

The article identifies seven pitfalls and explains how to avoid them. These are: overly relying on customers to find solutions; generating ideas without new insights; assuming that innovation is about making a few “big bets”; failing to give innovators time, training and tools; confusing “involving many people” with “making it a free for all”; letting a systematic innovation process become bureaucratic; and failing to insist on sufficient involvement from the executive group.

Originality/value

Maps out what companies need to do on the three critical dimensions of innovation – the “what”, the “who” and the “how.”

Details

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

Keywords

Available. Content available
Article
Publication date: 1 April 2003

Stan Abraham

186

Abstract

Details

Strategy & Leadership, vol. 31 no. 2
Type: Research Article
ISSN: 1087-8572

Keywords

Available. Content available
Article
Publication date: 13 November 2007

Robert M. Randall

267

Abstract

Details

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

Available. Content available
Article
Publication date: 1 January 2006

Catherine Gorrell

101

Abstract

Details

Strategy & Leadership, vol. 34 no. 1
Type: Research Article
ISSN: 1087-8572

Available. Content available
Article
Publication date: 1 July 2006

313

Abstract

Details

Strategy & Leadership, vol. 34 no. 4
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: 6 November 2009

Catherine Gorrell

100

Abstract

Details

Strategy & Leadership, vol. 37 no. 6
Type: Research Article
ISSN: 1087-8572

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Article
Publication date: 1 January 1991

George S. Yip and George A. Coundouriotis

Using the chocolate industry as a case in point, the authors show how to analyze and take advantage of industry factors that either propel or weaken the trend toward globalization.

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Abstract

Using the chocolate industry as a case in point, the authors show how to analyze and take advantage of industry factors that either propel or weaken the trend toward globalization.

Details

Planning Review, vol. 19 no. 1
Type: Research Article
ISSN: 0094-064X

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