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In addition to being perhaps the earliest concept of business strategy to be taught routinely in formal courses, the specific view of strategy formation Andrews taught appears to have provided many of the underlying precepts of what strategy is, for several branches of the strategy literature. [11]
Harvard Business Review began in 1922 [6] as a magazine for Harvard Business School. Founded under the auspices of Dean Wallace Donham, HBR was meant to be more than just a typical school publication. "The paper [HBR] is intended to be the highest type of business journal that we can make it, and for use by the student and the business man. It ...
Profit from the Core: Growth Strategy in an Era of Turbulence is a non-fiction book on business strategy by American business consultant Chris Zook with James Allen. This is the first book in his Profit from the Core trilogy. The book is followed by Beyond the Core released in 2004 and Unstoppable in 2007. [1] [2]
Fusion Strategy, Harvard Business Review Press, 2024 (with Venkat Venkataraman). The Three Box Solution: A Strategy For Leading Innovation, HBR Press, April 2016; Reverse Innovation: Create Far From Home, Win Everywhere, Harvard Business Review Press, 2012 (with Chris Trimble).
Creating shared value (CSV) is a business concept first introduced in a 2006 Harvard Business Review article, Strategy & Society: The Link between Competitive Advantage and Corporate Social Responsibility. [1]
Ulwick began working on innovation strategies in 1980 while working at IBM. [1] In January 2002, Harvard Business Review published Ulwick's article “Turn Customer Input into Innovation,” which outlined Ulwick's innovation concept of “outcomes that customers are seeking” that encourages companies to develop products to fulfill what their customers are trying to accomplish.
Discovery-driven planning is a planning technique first introduced in a Harvard Business Review article by Rita Gunther McGrath and Ian C. MacMillan in 1995 [1] and subsequently referenced in a number of books and articles.
A reviewer of Financial Times stated, "Providing a window into how to think about strategy today, Kiechel tells their story with novelistic flair. At times inspiring, at times nearly terrifying, this book is a revealing account of how these iconoclasts and the organizations they led revolutionized the way we think about business, changed the very soul of the corporation, and transformed the ...