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Rethinking Strategy - Lessons from Fossil Science
Borrowing ideas from another domain has always been one of the drivers of innovation. In this issue of Rethinking Strategy, we look at the concept of lateral thinking—to use the term that Edward de Bono fashioned a few decades ago to name this phenomenon. Going beyond the usual implications that lateral thinking holds for product innovation, the article indexed in this issue looks at how two concepts in fossil theory have very interesting lessons for the process of innovation itself.
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Rethinking Strategy - Play and Innovation
In this issue of Rethinking Strategy, a concept that is at the heart of childhood—“Play.” As Johan Huizinga argued, we humans are essentially “playing animals” but we allow our playful spirit to become submerged with the weight of “adulthood.”
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Rethinking Strategy - Managing Enablers of Strategic Agility
We pointed out that in our research, we have found that organizations that focus on managing the four enablers of strategic agility in organizations: People, Principles, Processes, and Technologies, build for both long-term enduring excellence and for short-term dynamic performance. But how do we manage these enablers of strategic agility? That is the topic of this issue of Rethinking Strategy.
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Rethinking Strategy - Enablers of Strategic Agility
One of the thought-leading contributions of Vivékin to management strategy is the introduction of the Vivékin Agility Matrix (VAMTM), which shows that companies should use multiple agilities in a context appropriate manner to benefit maximally in rapidly changing circumstances. The Vivékin Intelligences Framework (VIFTM) describes the multiple agilities created though the five intelligences. This month’s newsletter focuses on the enablers of these intelligences—People, Principles, Processes, and Technologies—and how these enablers become seminal to the performance of organizations in turbulent environments.
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Rethinking Strategy - Strategic Agility through Intelligences
The business world today is uncertain--markets are unpredictable, competition is crazy, technology is turbulent. Companies are discovering that in today's uncertain business climate, risk-based strategic planning is not sufficient. We need a different concept of strategy. As Lord John Browne, CEO of British Petroleum said, "All you can do is to give yourself the capacity to respond to the only certainty in life--which is uncertainty. The creation of that capability is the purpose of strategy." This capacity, the secret to success in the face of uncertainty, is "strategic agility"--the ability to move speedily from one strategy to another depending on context. Strategic agility gives a company the adaptability, the speed, and the resilience to sustain profitability and a leadership position in its industry. This month's Rethinking Strategy newsletter from Vivékin provides an in-depth discussion of strategic agility and provokes you to think about strategy differently.
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Rethinking Strategy - Strategy and Culture
In what ways does culture influence strategy? Or in other words, can strategy be built around culture? The connection between culture and strategy has historically been an open question. Of late, the question has evolved into one of hierarchies: Which is more important - culture or strategy? Vivékin's newsletter this month is focused on this debated connection between culture and strategy.
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Building Strategy around Culture
While microeconomic analysis—competition and market analysis, positioning, and so on—underlies strategy, culture is also an important factor in creating the desired sustainable competitive differentiation in an industry. To be effective, a CEO and his/her senior management should know when and how to work with or rework the existing organizational culture.
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Rethinking Strategy - The Secret of Business Success in the Face of Uncertainty
This issue of Rethinking Strategy discusses the concept of strategic agility. With the increasing demands created by the dynamics of business today, companies are recognizing that sustained success requires the ability to continuously adapt. The article featured in Rethinking Strategy this time discusses why we need to rethink our understanding of strategic planning itself, and how strategic agility requires us to go beyond the concept of agility.
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The Secret of Business Success in the Face of Uncertainty
Agility is often seen as a means for a company to adapt to changing business environments. However, what companies really need goes beyond agility - they need strategic agility.
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Rethinking Strategy - Loop Learning to make Your Organization Dynamic
In the context of growth, as organizations feel challenged by changing operational circumstances and heel hemmed in by their sizes, how organizations can build in dynamic capabilities by falling back on their senses of identity and their connections to double-loop learning are discussed in this issue of Rethinking Strategy.
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How to Make Your Organization Dynamic Using Loop-Learning
This article emphasizes the connection between double-loop learning and a company's success in a turbulent environment. In the context of growth, as organizations feel challenged by changing operational circumstances and feel hemmed in by their sizes, the article discusses how organizations can build in dynamic capabilities by falling back on their senses of identity and their connections to double-loop learning.
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Rethinking Strategy - Strategy in Turbulent World
It gives us great pleasure to introduce to you Rethinking Strategy, Vivékin's newsletter series, via this first issue. As you know, Vivékin's groundbreaking intelligences framework is helping organizations--from startups to Fortune 100s--build capabilities for strategic agility, a key requirement for organizations and individuals to be successful in today's turbulent business climate.
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How to Strategize in a Turbulent World
Strategy can no longer afford to be just deliberate, but has to be emergent. But it cannot afford to only be emergent either. What companies need in today's business climate are the capabilities that enable strategic agility-the ability to move from one kind of strategic thinking to another seamlessly and with speed.
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The Hindu-Opinion Lead - What They Don't Teach You at Indian B-Schools
Dr. Baba Prasad's article that was published in The Hindu - Oped
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How Leadership Intelligences Can Transform Your Organization
Discover the amazing potential of the intelligences approach
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What Matters Now
Vivekin Group's one-page addition to Seth Godin's e-book of one-page contributions, _What Matters Now_
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