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Breaking down walls: How an open business model is now the
convergence imperative |
The convergence of businesses offers a new scenario in which greater
value can occur across the lines of business—value greater than any
single line of business might attain. |
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Business Model Design and the Performance of Entrepreneurial Firms |
We focus on a particular organization design issue – namely, the
design of an organization’s set of boundary-spanning transactions –
which we refer to as business model design, and ask how business
model design affects the performance of entrepreneurial firms. |
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Challenges and Strategies of Matrix Organizations |
Top-Level and Mid-Level Managers' Perspectives: This study
identified the top five contemporary challenges of the matrix
organizational form. It also provides managers with the best
practices that will improve their matrix organizations. |
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Collective Strategy in the New Strategic Context |
Collective Strategy is the attempt of organizations to manage their
interdependence by substituting contractual for competitive
interconnectedness, creating a partially endogenous social
environment. |
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Designing the Leveraged Organization |
Is the strategic business unit a thing of the past? Companies are
increasingly leaving it behind to pursue new modular opportunities
for growth.
2007 |
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Don't Follow the Leader |
A Different Path to Success. Why it is not always a good idea simply
to try to catch up with the market leader. |
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Embracing Open Business Models |
Companies that keep their intellectual property too close to the
vest risk missing out on critical business innovations that
idea-sharing could generate. Open business models foster
collaboration with customers and suppliers to everyone's benefit.
2007 |
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Exploring the Fit between Business Strategy and Business Model:
Implications for Firm Performance |
In this paper, we explore the fit between a firm’s product market
strategy, and its business model. We develop a formal model in order
to analyze and develop theoretical hypotheses on the contingent
effects of product market strategy and business model choices on
firm performance. |
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Killer Strategies |
The top companies thrive, says our author--a leading strategy
guru--by changing the rules of the game. |
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Looking In From the Outside |
Today, the pressure is on to deliver on the demands of customers and
investors—and to do it right now. As a company’s business model
shifts to meet changing market requirements, its business strategy
and IT infrastructure must be ready to shift as well. |
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Managing for Value: How the World’s Top Diversified Companies
Produce Superior Shareholder Returns |
In this report, BCG identifies the 10 key value levers that the
leading diversified companies pull to produce superior returns.
2006 |
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Products vs. Services: Which is the Better Business Model, in
Software and other Industries? |
This article focuses on a common debate among entrepreneurs and
managers, in software and other businesses: Do you want to be a
services company or a products company? |
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Repowering the Matrix |
The matrix is a useful and competitive organization, but it is hard
to manage. Typically one dimension has too much power. But the
answer is not to take power away from it, as if power is a zero sum
game, but rather to give a different and new power to the weaker
dimension. To add stakes that encourage the weaker dimension of the
matrix to interact rather than retreat. 2006 |
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The
1.5th mover advantage |
There has been much discussion about the timing of moves in games.
However, one assumption usually goes unquestioned, namely, that of
an irrevocable commitment of the 1st mover. |
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The
Five Principles of Smart Customization |
Evolving from Customer Segmentation to Smart Customization. 2005 |
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The
impact of product diversification strategy on the corporate
performance of large Spanish firms |
We analyze the impact of product diversification on performance.
Performance is measured using Tobin's q for a sample of 103 large,
non-financial Spanish firms (1992-1995). Diversification is measured
by means of a categorical variable, as suggested by Varadarajan. |
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The
Success Zone |
Aligning Your Business Model and Risk Profile |
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The
V-Pattern of Innovation |
Encouraging Traditional Industries to Reinvent Their Business
Models. 2001 (click on the 'view'-button to read the paper) |
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Unlocking Profitability in the Complex Company - When it pays to
simplify for value |
Whether through acquisitions, customer and channel proliferation, or
tailoring of products for powerful customers, many large companies
find themselves thrashing about in a sea of complexity. Not only
does the enterprise become difficult to manage, but some
high-maintenance customers also become hugely unprofitable. 2004 |
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Warfare - The Strategy of Business Breakthroughs |
There’s a story behind each business success and business failure.
Here we propose a specific model explaining how large companies
create and sustain market leadership, or the traps that they fall
into that prevent them from doing so. |
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Why
Companies Should Have Open Business Models |
Using outside technologies to develop products and licensing
internal intellectual property to external parties will carry a
company only so far. The next frontier in Innovation is to open the
business model itself. 2007. |
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Will You Get to the Future First? |
Linda Yates and Peter Skarzynski explain why companies that are
willing to rethink their fundamental business model will get to
their industry's future first. |
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