The banking crisis – again

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I’ve gone on about this before, but it’s gone way, way worse since I last brought it up, so let’s not forget that this whole mess started with gross strategic incompetence on the part of a few dozen CEOs of ordinary banks over-selling high-cost mortgages to more-and-more people who, more-and-more, couldn’t afford it – and egged on by equally incompetent analysts lauding those same CEOs for their foolishness – and then compounded by further incompetence when those toxic loans were ...

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Smart airline strategy for the melt-down

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Seeing the sector is anticipated to lose $5bn this year, and more in 09, who managed strategy well over the last 5 years? .. which of course would include anticipating and planning for the inevitable down-turn? Competent strategic management for most firms would imply [a] anticipating a scenario in which demand would take a tumble – for whatever reason .. doesn’t have to be due to oil prices [b] holding back on expansion plans that would be marginal or unprofitable under lower-demand ...

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Business academics go ‘relevant’

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Just come back from the British Academy of Management conference in Harrogate – the get-together where many Business School faculty exchange latest thinking. The theme was ‘the Academy goes relevant!’ .. if only that were true ! It seems to be a general worry amongst business school faculty in many subjects, but especially Strategy, that their research is not seen by management or consultants as useful in the real world – there’s usually a host of sessions on this theme, for example, ...

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How to Expand While Cutting Costs

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An interesting article in on this topic, which is probably front of mind for quite a few organisations right now, in strategy+business. The article comes up with ‘the frugal growth triangle’, on the working relationships between business units, corporate and shared functions. Unfortunately, while there are some good suggestions in it, there are also plenty of platitudes .. get business units accountable, connect innovation to consumer insight, have business units ‘pull’ services from the infrastructure, choose core capabilities to invest in, ...

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Customer satisfaction and growth

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Interesting article in Sloan Management Review on linking customer satisfaction to growth. Looks based on very thorough research on customer satisfaction metrics and their subsequent behaviour – especially passing on recommendations. Of course, to do the customers-to-sales link properly, you would want to break apart the three elements [a] customer win-rate, [b] customer loss-rate .. and their combined effect on the total customer base .. and [c] purchase rate. See Strategic Management Dynamics chapter 6.  Do beware ...

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