Purpose – The purpose of this article is to survey and analyze current patterns of use in corporate settings of strategic management tools and techniques. The authors interview hundreds of corporate leaders to ascertain which tools executives say they find most effective....

Purpose – The purpose of this paper is to explain how, in the future, the most successful business innovation efforts will balance analytical mastery and intuitive originality in a dynamic interplay that the author calls “design thinking.”” Design/methodology/approach – As a useful way...

Purpose – As value innovation becomes a core top management concern, there is a growing recognition that “design thinking,” or the creative principles long associated with the design function, may now have something very significant to offer when applied more broadly to business management...

Purpose – This paper aims to present an interview with Deloitte researcher John Hagel III, the co‐author of The Power of Pull and co‐chairman of the Deloitte Center for the Edge, which conducts research and develops concepts for new corporate growth. Design/methodology/approach – The...

In this interview, Grady Means describes the context within which today's businesses must operate and the steps key business leaders are taking to ensure their success in this environment. Topics discussed include: business‐to‐business e‐commerce, a global strategic perspective, collapsed...

Fiona Dansey‐Smith is the director of Dansey‐Smith Consulting. She works with organizations to build people’s commitment and capability during change programs. She has over 11 years’ experience of working in the learning and development field of human resources.

Purpose – Leading business thinkers agree that knowing how to collaborate is the key to effective knowledge creation and sharing, and to future business success. But collaboration is voluntary, and difficult to manage for hierarchical organizations accustomed to top‐down control. This is...

Purpose – Knowledge management (KM) is a key driver of organisational growth and development. It is a major conduit for the development of varying organisational capitals, and pivotal to learning, innovation and employee engagement. It is the authors' belief that KM has over‐focused on...