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By cultivating ‘dynamic capabilities’ an organization can develop the strategic agility to continuously assess and – if necessary – renew their competitive advantages to survive
“What is the worst thing that you can do in a time of pandemic? Wait and sit it out.” This advice from Prof Oliver Gassman
As rapid change results in ever shorter cycles of competitive advantage, The Schaeffler Group, found that its traditional methods of leveraging its corporate values for
Design Thinking can help organisations to become ‘ambidextrous’ (pursue the competing agendas of exploitative innovation and explorative innovation in parallel), but to do both requires
High-speed rail and semiconductors play a key role in the implementation of China’s Belt and Road Initiative, which can be considered a country-level policy of
How do you balance the generation of short-term profit, gained from the exploitation of existing knowledge and success patterns, with long-term success to be achieved
Business model innovation is an essential driver of a company’s competitive advantage, however, successful models seem to result from trial and error exercises rather than
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