| 1. |
- Roos, Johan
(författare)
-
Sparking strategic imagination
- 2004
-
Ingår i: MIT Sloan Management Review. - 1532-9194 .- 1532-8937. ; 46:1, s. 96-96
-
Tidskriftsartikel (populärvet., debatt m.m.)abstract
- Over the course of the past two decades, it has become increasingly, abundantly clear that companies must find ways to be more innovative, more flexible and better prepared. For the development and communication of strategy to become the inspired and inspiring process it must be, it is up to company leaders to alter their strategizing practices in three crucial, perhaps counterintuitive, ways. First, be more subjective and less generic. Second, explore new ways to stimulate insights and communication. And third, recognize that context matters. It is up to dissatisfied leaders to question the conventional formula and reinvent the components of strategy creation by engaging more of what makes people human - our imagination.
|
|
| 2. |
- Sandberg, Robert, et al.
(författare)
-
The three challenges of corporate consulting
- 2003
-
Ingår i: MIT Sloan management review. - : Massachusetts Institute of Technology, Cambridge, MA. - 1532-8937 .- 1532-9194. ; 44:3, s. 59-66
-
Tidskriftsartikel (refereegranskat)abstract
- For many product-oriented companies, establishing a corporate consultancy can be a good first step toward a more solutions-based orientation. As Ericsson, Shell and AT&T, among others, illustrate, the consulting unit can take a number of forms dictated by its key knowledge and its relation to the product businesses' value chain. The challenge is to determine how similar the consulting unit should be to the parent company in identity, mission and structure. Expert corporate consultancies support the product business by exploiting professional knowledge. Their choice of strategy depends on the nature of the ties between the product business and the consultancy. The four types of corporate consultancy - spearhead, expert, integration and know-how - are continuous rather than rigid. Some consultancies switch types as their mission changes. For managers, engaging in a solutions strategy by establishing corporate consultancies means building a conflict into their organization, a conflict between a product-oriented logic and a customer-oriented one.
|
|
