Organizations that follow a progression of steps to achieve excellence in digital delivery may see improvements in effectiveness, productivity, and performance, as well as significant increases in speed. : Dan Gardner, Lauren McCoy, Moid Mohammed, Rishi Markenday, Santiago Comella-Dorda, Vik Sohoni | : IT / Technology / E-Business, Management, Organizational Behavior ..read more

Business strategy is usually born of a highly rational process, grounded in facts and analysis. Storytelling, often associated with fiction and entertainment, may seem like the antithesis of strategy. But the two are not incompatible. A clever strategy on paper is only the starting point for engaging those who will implement it. Strategies must also be communicated and understood — and they must motivate action. … : Madeleine Michael, Martin Reeves, Roeland van Straten, Tim Nolan | : Boston Consulting Group (BCG ..read more

Transformations are here to stay—and they will always be difficult. Success comes down to a few key things. Manage your processes rigorously, and institute strong governance. Use a stage-gate methodology to maximize the value of your initiatives, and use software and data to keep those initiatives on track. Put a TO at the center. Perhaps most important, set the bar high—and then look for the … : Connor Currier, Cordelia Chansler, Julia Dhar, Kristy Ellmer, Paul Catchlove, Simon Weinstein | : Boston Consulting Group (BCG ..read more

Inflation-fatigued shoppers are witnessing prices fluctuate across categories with unprecedented scale and frequency — a trend often seen as yet another cunning commercial scheme. Is the extra profit companies see from dynamic pricing worth the risk of alienating customers? If done well, companies shouldn’t be making that trade-off — dynamic pricing. : Marco Bertini, Oded Koenigsberg | : Harvard Business Review ..read more

Several trends are creating a new imperative for strong portfolio management of businesses. Companies need six capabilities to build and manage a winning portfolio, using M&A strategically ..read more

Managers spend 20% of their time on average managing team conflict. Over the past three decades, the authors have studied thousands of team conflicts around the world and have identified four common patterns of team conflict. : Amanda J. Ferguson, Priti Pradhan Shah, Randall S. Peterson, Stephen L. Jones | : Harvard Business Review ..read more

Companies are responding to a number of headwinds by transforming their marketing organizations to achieve measurable improvement in performance and efficiency and to ensure future sustainable growth. Chief marketing officers (CMO) are pursuing long-term changes instead of short-term fixes by focusing on structure, talent, and operating models—in that order—as they reshape their organizations. : Joe Simon, Lachelle Trout, Raakhi Agrawal, Shelby Senzer, Siwei He | : Boston Consulting Group (BCG ..read more

Specialization. Scarcity. Rivalry. Humanity. Companies that understand—and harness—these forces will have an edge in creating vibrant workforces capable of achieving sustained, positive outcomes. : Bhushan Sethi, Blair Sheppard, Nicole Wakefield ..read more

Teams with clear goals, values, rules, roles and processes, backed by full individual commitment, are primed for peak performance. : Alain Goudsmet, Ludo Van der Heyden ..read more

In their work with more than 10,000 startup leaders across 70 countries, the authors identify three common management myths among startup leaders looking to grow their companies: the myth of scaling without hierarchy, the myth of structural harmony, and the myth of sustained heroics. : Josh Yellin, Martin Gonzalez | : Harvard Business Review ..read more