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Perspectives for Managers

Pragmatic approach to research

IMD's Perspectives for Managers reports the results of IMD Faculty research and offer new ideas and original thinking on business practices.

Below, you will find the latest Perspectives for Managers:

PFM-Intrinsic Motivation Shlomo Ben-Hur linkButton Intrinsic Motivation

Though it is hardly ever listed in job descriptions, changing employees’ behavior is an important part of any manager’s work. Whether it is helping people to develop and improve at what they do or getting them to do new things in new ways, enabling behavior change just comes with the territory. And for many managers, it is the toughest challenge they face.

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Chakravarthy Bala, PFM 191 linkButton Leading Chinese companies on to the international stage

The Boston Consulting Group (BCG) announces each year a list of 100 companies that it believes are global contenders to watch. Not surprisingly, nearly a third of these companies are from China. We were curious to learn how their leaders prepared these companies to compete on the international stage. We study five of them here – Huawei, Lenovo, Haier, Alibaba and Tencent – covering a diverse set of industries. The first three have truly global ambitions; the other two have a more regional focus. All five have achieved tremendous success under their respective founders: Ren Zhengfei, Liu Chuanzhi, Zhang Ruimin, Ma Yun (Jack Ma) and Ma Huateng.

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Howard Yu linkButton Lessons from an Unlikely candidate: Nokia in China (2001 to 2008)

To many observers, the growth of the mobile phone market in China is staggering. According to the research firm Canalys, during the first quarter of 2012 sales of smartphones in China saw a year-over-year growth rate of 102%, in contrast with a mere 5% growth in the US market. Yet the market opportunity in China does not represent immediate bounty for Western multinationals. The indisputable smartphone king ? Apple ? found its market share in China hovering slightly below 5% and then it was surpassed by a Chinese startup ? Xiaomi ? in 2013. Other Chinese giants such as ZTE and Huawei have been busy expanding abroad, encroaching on home-base territories that were once dominated exclusively by Samsung, LG and other bellwether companies.Such upheaval, however, is a recent phenomenon.

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Daina Mazutis - PFM 189 linkButton Reaching for the “restorative”: Rethinking the Sustainability journey

William McDonough and Michael Braungart,pioneers in green design, are credited with the following analogy, "If a car is heading south,slowing down does not cause it to head north. Sooner or later you need to turn the car around 180 degrees." In order to tackle the enormous social, economic and environmental issues on the horizon, we can no longer afford to continue with "business as usual" ? we are already using 50% more resources than the planet can provide and will need the resources of three planets to sustain our growing population by 2050. In reality, even the organizations that are at the forefront of the corporate sustainability movement have only managed to put on the brakes and slow down the rate of social and environmental damage. What the world needs now are more enlightened organizations that are willing to turn their businesses around and embark on truly restorative sustainability journeys. 

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PFM 188 - Michael Wade linkButton Are you ready to SPRING clean your organization?

Most enterprises are full of clutter. Organizational clutter comes in the form of unprofitable products or services, redundant or duplicate processes, organizational structures and reporting lines that are no longer fit for purpose, KPIs that do not align with new strategic objectives, and/or objectives that are no longer relevant. All this clutter leads to complexity that gums up and slows down the organization. In this article, we explore how to effectively deal with both good and bad complexity and we propose the SPRING Clean framework.

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Don Marchand - PFM 187 linkButton Digital Business Transformation: Where is your company on the journey

Digital business transformation (DBT) is happening on a scale and at a speed that managers find both threatening and promising. The benefits of DBT are tremendous, but they are unevenly distributed. In this article, we help define what DBT means for your company and provide a roadmap for creating and capturing value from digital tools and technologies. At its core, DBT is as much about organizational change as it is about technology, and we offer a framework to help navigate this change and realize DBT’s full potential.

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Stefan Michel - PFM 185 linkButton Obstacles to Implementing Value-based Pricing

Practitioners and researchers largely agree that value-based pricing leads to higher profits than cost- or competition-based pricing. Yet, despite the fundamental superiority of VBP, studies continually show that cost- and competition-based pricing remain widespread in practice.

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Bettina Buechel - PFM 186 linkButton Anchored agility: the holy grail of competitiveness

Many large organizations face a central dilemma: How to balance local flexibility and global efficiency. Professors Bettina Buechel and Michael Wade’s research, which is based on interviews with senior executives at twelve multinational organizations with combined revenue of US$750 billion, has uncovered a new approach for reaching the correct equilibrium: we call it anchored agility. They will describe how some firms have achieved anchored agility by implementing strategies that are both locally agile and globally efficient.

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Michael Yaziji linkButton Developing unique business models: Going beyond services/solutions

“Innovate! Innovate! Innovate!” It’s become a numbing mantra. Your company strives to innovate and differentiate, but do you have a sneaking suspicion that your buyers see less and less meaningful differentiation between your offer and that of your competitors? Is your pricing power eroding?

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