Purpose – To encourage top management to recognize the need for adding new value to their organizations and commit to the creation of new internal capabilities for growth via the exploration of their company's strategic frontier. Design/methodology/approach – Explains how the CEO can select...

Purpose – This author reminds us that strategic thinking is a critical part of every manager's job. Because strategy implies competing and outwitting competitors, so it follows that strategic thinking is the process of finding alternative ways of competing and providing customer value....

Purpose – CEOs facing the challenge of stimulating innovation must select one or more champions to entrust with that critical mission. Selecting the right manager who will have the leadership skills, charisma and determination to lead a major innovation initiative is one of the most important...

Purpose – Over a two‐month period, the editor of this review has searched worldwide for the most interesting and useful media articles on the topic of strategic management for the July/August issue of Strategy & Leadership . Design/methodology/approach – In addition to his own collection...

Purpose – To refocus intelligence professionals toward the development of a short set of critically important outputs that can serve as inputs to strategy making – irrespective of the type of strategy or the kind of business involved. Design/methodology/ approach – The paper addresses how...

Purpose – To show how teams can be used to do intelligence work – all phases of the work from data collection through to development and deployment of the final intelligence outputs. Design/methodology/ approach – The paper addresses how intelligence teams might be designed and managed. It...

Purpose – Explains (using a model and cases) how companies that lack a capability for continual strategic innovation can bring one into existence. Design/methodology/approach – Author developed histories of how continual innovation emerged or failed to emerge in six firms, drew conclusions...

Purpose – The author points out that the same strategic behaviors that are associated with great success are also associated with failure. That is, the greatest rewards pose the greatest risks. He explains how corporations should manage risk differently at different levels of responsibility...

Purpose – To find out, from the perspective of the authors of a well‐known textbook on strategic management, in what ways they think the field is changing. Design/methodology/approach – Strategy & Leadership interviewed Arthur A. Thompson, Jr, A.J. Strickland III and John E. Gamble, the...

Purpose – The author offers a perspective on the complex new concepts of Michael Raynor and others on managing strategic risk. Design/methodology/approach – The author explains Raynor's theories of strategic paradox, strategic options, requisite uncertainty and strategic flexibility, all of...