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New research on business and management strategy from Harvard Business School faculty on issues including strategy development, execution, and gauging effectiveness.
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How One Center of Innovation Lost its Spark

by Donald Sull

It's no secret that innovation is what has always made places like Silicon Valley and Hollywood so special. Creativity and expertise centered in one location, it seems, spurs yet more innovation at ever increasing speeds. But what happens when the well runs dry? Closed for comment; 0 Comment(s) posted.

How to Compete Like a Judo Strategist

by David B. Yoffie & Mary Kwak

Movement, balance, and leverage: Savvy executives use these principles to compete every day. In this excerpt from their new book Judo Strategy: Turning Your Competitors' Strength to Your Advantage, HBS professor David B. Yoffie and research associate Mary Kwak reveal five techniques of the masters. Closed for comment; 0 Comment(s) posted.

RealNetworks, CNET, and Judo Strategy

by Jim Aisner

Both companies successfully outmaneuvered bigger competitors to lead their markets. But can they still win when the rules have changed? Closed for comment; 0 Comment(s) posted.

Good News, Not Blues, For the Inner City

by Martha Lagace

What's located at the crossroads of a sophisticated infrastructure—containing airports, railroads, and ports—and boasts a large potential workforce of consistently underemployed people? A typical inner city, of course. And, says Harvard University Professor Michael E. Porter; inner cities are already rewriting the map of competitive advantage. Closed for comment; 0 Comment(s) posted.

Breaking the Code of Change

by Michael Beer & Nitin Nohria

How can firms maximize economic value while developing their organizational capabilities? In a corporate environment where change is constant, business leaders are continually challenged by this dilemma. In this excerpt from "Resolving the Tension between Theories E and O of Change," from Michael Beer and Nitin Nohria's Breaking the Code of Change, the authors present a framework toward "an integrative theory of change." Closed for comment; 0 Comment(s) posted.

Strategy and the Internet

by Michael E. Porter

Don't throw the strategy baby out with the Internet bath water. In this Harvard Business Review article, HBS professor Michael E. Porter urges business planners not to lose focus on strategic development and competitive advantage, but to recognize the Internet for what it is: "an enabling technology." Closed for comment; 0 Comment(s) posted.

Angels Face the Innovator’s Dilemma

by Martha Lagace

According to HBS professor Clayton M. Christensen, the venture capital industry—like computers, telephony, and brokerage before it—is susceptible to the same forces that have waylaid many seemingly invincible players. What that means, said the author of the influential bestseller The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail, is that the time is ripe for the right people to create new, disruptive forms of financing. Closed for comment; 0 Comment(s) posted.

Not All M&As Are Alike—and That Matters

by Joseph L. Bower

In this Harvard Business Review article, Professor Joseph L. Bower shares some of the results of his year-long study of M&A activity sponsored by HBS. Discover how five distinct merger and acquisition strategies scenarios play out—and his recommendations for success. Closed for comment; 0 Comment(s) posted.

David, Goliath, and Disruption

by Martha Lagace

When introduced with speed and flair, disruptive technologies have the power to boost new companies and lay low other, seemingly invincible incumbents. Technology-savvy experts at Cyberposium considered their own successes and failures with the volatile medium, and passed on a bit of advice, too. Closed for comment; 0 Comment(s) posted.

Can Japan Compete? [Part Two]

by Martha Lagace & Hilah Geer

In this, the second part of a two-part interview, HBS professor Michael Porter expands upon the message of his new book, Can Japan Compete?, and on the value of clearly defined strategies and open competition. Closed for comment; 0 Comment(s) posted.

Can Japan Compete? [Part One]

by Martha Lagace & Hilah Geer

Not long ago, Japan was considered a competitive powerhouse with exemplary business practices that were admired and often copied, particularly in the West. What went wrong? In a new book, HBS professor Michael Porter and two coauthors take a closer look. [ Part 1 ] Closed for comment; 0 Comment(s) posted.

The Dynamics of Standing Still: Firestone Tire & Rubber and the Radial Revolution

by Donald N. Sull

In the late 1960s, Firestone was perhaps the best managed company in its industry. But when Michelin introduced the radial tire and shook up the U.S. market, writes HBS professor Donald Sull, Firestone's historical success proved its own worst enemy. Closed for comment; 0 Comment(s) posted.

The Strategy-Focused Organization

by Robert S. Kaplan & David P. Norton

In the ten years since it was introduced, Robert Kaplan's and David Norton's Balanced Scorecard has become not just a measurement tool but a means of putting strategy at the center of a company's key management processes and systems. Closed for comment; 0 Comment(s) posted.

Riding the Internet Fast Track

by Peter Jacobs

On the Internet Express, getting big fast is the strategy of choice. But is it right for everyone? HBS Professor Thomas R. Eisenmann looks at key factors that can help a company decide. Closed for comment; 0 Comment(s) posted.

Minding the Muse: The Impact of Downsizing on Corporate Creativity

by Peter K. Jacobs

HBS Professor Teresa Amabile's in-house study of creativity at a high-tech Fortune 500 firm took on new implications when the company began a significant reduction in the size of its global workforce. Expanding the research to measure changes in the creative environment during and after the layoffs, Amabile and colleague Regina Conti of Colgate University showed that downsizing can have surprising effects on the creativity of remaining employees and the company's strategic position in the marketplace. Closed for comment; 0 Comment(s) posted.