Generating Big Ideas

Winter 2011

Generating “Big Ideas” is key to strategic thinking. Big ideas are those that enable your company to grow considerably faster than others in the industry. They can be simple and straightforward, or big, bold and appear intimidating. The understanding of ideation thinking has advanced significantly. Different from brainstorming, ideation requires critical thinking and a more … Continue reading Generating Big Ideas

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Metrics, Measurement and Scorecards

Winter 2010

What you measure is what you get. The organization’s measurement system strongly affects the behavior of managers and employees. The most fundamental reason to measure an activity is to improve it. Financial measures alone, like return-on-investment and earnings-per-share, can give misleading signals for continuous improvement and innovation – activities today’s competitive environment demands. Getting the … Continue reading Metrics, Measurement and Scorecards

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Can Being Big Get You Closer?

Fall 2010

When Trends Collide Tesco recently discussed plans to rationalize its supply base and source more fresh produce directly; to become “a more vertically integrated business.” Recent developments in direct sourcing, such as this announcement by Tesco or by Wal-Mart opening a direct buying office in Yakima, WA (2009), provide notice on how large retailers are … Continue reading Can Being Big Get You Closer?

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Fertile Ground for Shifting Value

Spring 2010

Much has been written and discussed describing shifts in economic value from crop protection products to new biotechnology products. Two widely cited examples have involved shifts in value from herbicides to herbicide tolerant soybean seeds (i.e., glyphosate tolerant soybeans) and from corn rootworm insecticides to insect resistant corn (i.e., corn with a Bt gene conferring … Continue reading Fertile Ground for Shifting Value

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