The author explores strategy as practice principles to identify five key principles that are capable of building great strategies. The five principles are value the ordinary, see past markets, embrace diversity, allow for the bottom up, and accept different forms of greatness.
You can’t read a trade magazine within food and agribusiness today without having at least one article discussing disruption and new business models.
Surprisingly few executives use data from their own organizations to test their assumptions about what factors drive financial performance. By gaining new insights into performance relationships within their own companies, managers can develop smarter strategies.
The proliferation of products in the agribusiness input supply sector places increasing pressure on suppliers to find ways to influence their retailers to represent their products in the best ways to farmer customers.
Organizational capital is an intangible asset that allows a business to create value through revenue growth, innovation, operational excellence, and stakeholder relationships. The authors provide a comprehensive model of organizational capital that highlights the key factors that influence organizational capital: leadership, strategy, and organizational design.
Firms that strive to apply these eight essentials to their unique business situations can improve their probability of sparking innovation within the company.
The authors of this article explore the balance between complexity and clarity in a company’s strategy. They argue that in a complex environment, a company should strive for clarity in their business strategy.
Research in this article suggests that a combination of factors lead to job satisfaction. The authors discuss which combinations lead to the highest job satisfaction among employees.