Kirsten Curley

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Help Leaders Be Less Useless at Strategy

At some point in the formulation of a strategy, its creator must review his or her work with the leader, either by choice or by procedure.<p>If the strategist is a CEO, the reviewer is the board (or a committee thereof). If the strategist is a business unit head, the reviewer is the CEO, and so on …

Decisions Don’t Start with Data

I recently worked with an executive keen to persuade his colleagues that their company should drop a long-time vendor in favor of a new one. He knew that members of the executive team opposed the idea (in part because of their well-established relationships with the vendor) but he didn’t want to …

Is It Better to Be Strategic or Opportunistic?

<i>I spoke with contributor Don Sull, who teaches strategy at MIT and the London Business School, about the tension between scholars who put sustainable competitive advantage at the center of strategy and those who argue that some industries are changing too quickly to allow for sustained performance.</i> …

Dialing Up the Volume on Strategic Innovation

As generations-old business models are upended by innovations in retail, financial services, bookselling, and a host of other industries, companies must continually adjust their strategic positioning to edge out rivals. But senior executives often find it difficult to conceptualize all the tweaking …

CIOs have a mandate to innovate

CIOs should be leading technology-driven business innovation at their organizations, business leaders say, yet the daily concerns of running IT may …

Innovation

Strategy’s No Good Unless You End Up Somewhere New

Innovation isn’t always strategic, but strategy making sure as heck better be innovative. By definition, strategy is about allocating resources <i>today</i> to secure a better <i>tomorrow</i>. It is important, however, to understand the nuances and complexities of innovation as they relate to strategy. Here is my …