Poor decisions are often a result of the way decisions are made. In this article, Hammond, Keeney and Raiffa talk discuss the ways that the human brain can sabotage decisions through a series of psychological traps. They describe the ways that decision makers can ensure their major decisions are sound.
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.
Food and agricultural businesses seem to have a classic love-hate relationship with social media. On the one hand, it can be an incredibly powerful tool to engage with customers on a personal basis. On the other hand, it can spread bad news, misperceptions, and negative sentiments that trend within minutes.
The food and agribusiness industries are permeated by risk and uncertainty. Capturing the potential opportunities from strategic uncertainty isn’t easy, but is possible.
Firms that strive to apply these eight essentials to their unique business situations can improve their probability of sparking innovation within the company.
The author of this article makes the case that growth is as important to the bottom line as margin and that the two aren’t mutually exclusive. He also offers metrics and a framework for analysis.
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.
Business leaders often struggle with both the time and effectiveness of strategic planning. Michael Boehlje applies the strategy concepts of this book to the agribusiness sector.