April 2005

Much of the time, executives use analogies to make strategic choices. The best strategists know both the power and peril of such comparisons.

Leaders are made, not born, and how they develop is critical for organizational change.

You’re insured and hedged against many risks—but not the greatest ones, the strategic risks that can disrupt or even destroy your business. Learn to anticipate and manage these threats systematically and, in the process, turn some of them into growth opportunities.

Every company wants to get close to its customers, but wishing doesn’t make it so. New research identifies four stages of customer focus and maps the organizational changes necessary to navigate from one stage to the next.

Does the real potential for shareholder value lie in more growth or extra margin? Here’s a way to determine what the market will reward—CEOs should keep this tool at their fingertips.

Stuck with excess inventory, Neptune Gourmet Seafood is toying with the idea of launching a second, inexpensive product line. But if Neptune stoops to conquer, rivals might retaliate with price cuts, and the new line might end up cannibalizing the old.

To be a chess champion, you have to be more than a chess genius. Winning is about putting yourself in your opponent’s shoes—then throwing him off balance.

Impressive studies show that following best practices, focusing on the core, and building a strong culture are among the secrets of business success. But beware: These and other received ideas may also be the secrets of failure.

First-mover advantage is more than a myth but far less than a sure thing. Here’s how to tell when it’s likely to occur—and when it’s not.