Sakhwat Hosain Strategic Management - Sec A Article Analysis

Article Name Author Article summary

Business leaders must make sound, data-based decisions about their company's geographic
footprint to ensure that they can meet future global challenges. The author's analysis of the
How COVID-19 Will Change the Fortune Global 500 finds that COVID-19 will have a lasting effect on the geography of competition,
1 Niccolò Pisani
Geography of Competition regardless of vaccine availability. He identifies two misconceptions leaders should avoid and points
to three trends that that could reshape companies' geographic footprints in the wake of the
pandemic.
In the wake of Covid-19, organizations are fundamentally rethinking their product and service
portfolios, reinventing their supply chains, pursuing large-scale organizational restructuring and
An Agile Approach to Change
2 Sarah Jensen Clayton digital transformation, and rebuilding to correct systemic racism from the ground up. Traditional
Management
change management process won’t cut it. The author borrows from agile software development
processes to reinvent the change management playbook.
Conventional wisdom says that the smart move when a crisis hits is to pivot quickly and decisively.
But pivoting isn’t always the right move for every company. The authors look at the stories of three
Daniel Isenberg, Alessandro Di companies who opted to stay the course when the Covid-19 pandemic hit and why the decision
3 You Don't Have to Pivot in a Crisis
Fiore worked for them. They identify a set of rules that the “stay-the-course” companies followed: slow
down, reaffirm your thesis, trim around the edges, watch the data, and test for weakness — and if
you do have to pivot, do it explosively.
From local restaurants to larger companies like Spotify and Unilever, companies that are
successfully navigating the Covid-19 pandemic and ensuing recession have often pivoted to a
business model that’s conducive to short-term survival, and long-term resilience and growth. Not
How Businesses Have Successfully all pivots, however, result in good business performance. Three conditions are necessary: First,
4 Mauro F Guillén
Pivoted During the Pandemic pivots must align the firm with one or more of the long-term trends intensified by the pandemic.
Second, pivots must come as a lateral extension of the firm’s existing capabilities, cementing — not
undermining — its strategic intent. And third, pivots must offer a sustainable path to profitability,
one that preserves and enhances brand value in the mind of the consumer.
Mainstream business education and managerial practice is largely focused on managing
performance. But as the Covid-19 pandemic has revealed the painful fragility of many of our
A Guide to Building a More Resilient
5 Martin Reeves, Kevin Whitaker systems, leaders are focusing on resilience — a concept rarely taught in today’s business schools.
Business
What is resilience? How do you manage and measure it? And how can you build a more resilient
enterprise?
Long before the first Covid-19 vaccines were authorized, it was known that equitably supplying
them to populations around the world would be an enormous challenge. Now the failure to do so is
4 Strategies to Boost the Global Prashant Yadav, Rebecca
6 readily apparent, with the catastrophe in India as a case in point. The world needs to now regroup
Supply of Covid-19 Vaccines Weintraub
in order to greatly accelerate the manufacture and distribution of vaccine supplies. This article
offers four tactics to do so.

1
Sakhwat Hosain Strategic Management - Sec A Article Analysis

Georg von Krogh, Burcu As medical researchers and pharmaceutical companies race to develop treatments and a vaccine
Lessons in Rapid Innovation From the
7 Kucukkeles, Shiko M. Ben-for COVID-19, they show how repurposing knowledge, resources, and technology already at hand
COVID-19 Pandemic
Menahem can be a valuable innovation strategy.
In times of great uncertainty, it's difficult to formulate strategies. Leaders can't draw on experience
to address developments no one has ever seen In this roundtable discussion, HBR's editor in chief,
Adi Ignatius, leads a conversation among five top executives: the fashion mogul Tory Burch; Geoff
"What Is the Next Normal Going to
8 Adi Ignatius Martha, of Medtronic; Nancy McKinstry, who heads the professional information services firm
Look Like?"
Wolters Kluwer; Chuck Robbins, of Cisco Systems; and Kevin Sneader, of McKinsey & Company.
These executives discuss leadership during the Covid-19 pandemic, how the crisis has affected their
companies, and how they are responding.
The author collaborated with Elisabeth Kübler-Ross on the book "On Grief and Grieving," which
adapted the five stages of grief from her landmark work in the late 1960s on the five stages of
9 Helping Your Team Heal David Kessler dying: denial, anger, bargaining, sadness, and acceptance. In this article Kessler advises leaders,
managers, and organizations to recognize that people may be experiencing different kinds of grief
and to treat them accordingly.
On March 19, 2020, as Covid-19 swept across the world, Bourla challenged everyone at Pfizer and
its partner BioNTech--a German company focused on cancer immunotherapies--to "make the
impossible possible": develop a vaccine more quickly than anyone ever had before, ideally within
six months and certainly before the end of the year. Less than eight months later, on Sunday,
November 8, they discovered that they had succeeded: Their combined second- and third-phase
The CEO of Pfizer on Developing a trials showed a 95% efficacy rate. In the spring, thanks to their work and that of the other
10 Albert Bourla
Vaccine in Record Time companies whose vaccines have been authorized, 300 million doses should be available around the
world. It took a moon-shot challenge, out-of-the-box thinking, intercompany cooperation,
liberation from bureaucracy, and, most of all, hard work from everyone at Pfizer and BioNTech to
accomplish what they did in 2020. Organizations of any size or in any industry can learn from these
strategies to solve their own problems and to produce important work that benefits a broad swath
of society.
As we emerge from the Covid-19 crisis, companies will need to drive short-term results while also
rethinking strategy amid seismic shifts in competitive environments and ways of working. It’s not
strategy vs. execution; it’s strategy and execution with the right balance in the right timeframes.
New CEOs, in particular, can struggle with this balance. A three-phase process can help. In the first
How New CEOs Can Balance Strategy Millán Alvarez Miranda, Michael
11 90 days, the focus should mostly be on understanding and defending the company’s existing core
and Execution D. Watkins
businesses. In the next 90 days, priorities should shift to identifying ways to extend the core
business by expanding the portfolio and/or entering promising adjacent markets. In the final six
months of the first year, the new CEO should lay the groundwork for transcending the core
business to support sustainable growth.

2
Sakhwat Hosain Strategic Management - Sec A Article Analysis

The Covid-19 pandemic upended a marketer’s playbook, challenging the existing rules about
10 Truths About Marketing After the customer relationships and building brands. One year in, there’s no going back to the old normal.
12 Janet Balis
Pandemic Here are 10 new marketing truths that reveal the confluence of strategies, operations, and
technologies required to drive growth in a post-Covid-19 world.
Research shows that we are most energized and committed when we are internally motivated by
our own values, sense of enjoyment, and growth — in short, internal motivation, not external
3 Ways to Motivate Your Team Anne M Brafford, Richard M structure, inspires us to be our best selves. The authors discuss how business leaders can use this
13
Through an Extended Crisis Ryan approach to keep teams going in times of prolonged crisis, such as the continual uncertainty
brought on by Covid-19. Use self-determination theory, or SDT, they outline three tactics to help
leaders ignite employees’ internal motivation.
As the spread of Covid-19 dominates the news, we have all seen and experienced the parallel
spread of anxiety. Indeed, in a crisis, our mental state often seems only to exacerbate the
challenge, becoming a major obstacle in itself. How can we change this? Mindfulness experts
Build Your Resilience in the Face of a Rasmus Hougaard, Jacqueline
14 Rasmus Hougaard and Jacqueline Carter show, by way of the Buddhist parable of the second
Crisis Carter, Moses Mohan
arrow, how the mind’s response to crisis is a choice we can control. They offer three strategies —
calm and clear the mind; pull back and reflect; connect with others through compassion — for
restoring yourself and building mental resilience.
Despite the Covid-19 “Shecession,” which has driven millions of women out of the workforce,
How Men Can Be More Inclusive David G Smith, W Brad Johnson, women are the majority of the college-educated talent pool. Because of this, male leaders — and
15
Leaders Lisen Stromberg men more broadly — must pursue gender inclusion and equity through deliberate allyship with
women.
Strategic agility is the ability to improve performance — not just survive but thrive — amid
disruption. Companies that successfully navigated the Covid-19 crisis identified when to deviate
6 Principles to Build Your Company's Michael Wade, Amit Joshi, from their strategic plan and adapt to the changing environment. The authors identified three
16
Strategic Agility Elizabeth A Teracino distinct ways they did this: First, they were nimble enough to avoid the worst impacts; second,
when they were hit, they were robust enough to absorb a lot of the damage; and third, they were
resilient enough to accelerate forward faster and more effectively than their peers.
Managing uncertainty has always been part of the executive challenge. But the global pandemic
upped the ante significantly: Rarely have leaders been forced to tackle volatility in so many areas all
at once. The COVID-19 crisis has underscored just how interconnected people, markets and events
have become. The authors-consultants at the Boston Consulting Group-argue that to gain
How to Build An Uncertainty Hans Kuipers, Alan Iny, Alison
17 uncertainty advantage, companies need to get better at three things: detecting signals, acting on
Advantage Sander
them and building practices that foster resilience. In the end they show that by tracking signals,
visualizing what the world might look like three or five years down the line and imagining what it
will take to win in that future, organizations can take uncertainty from a scary abstraction to a
practice that energizes their workforce and reshapes performance for years to come.

3
Sakhwat Hosain Strategic Management - Sec A Article Analysis

Leaders, Do You Have a Clear Vision
18
for the Post-Crisis Future?
As the Covid-19 pandemic shakes the global economy and disrupts the way we live, work, and
conduct business, leaders are scrambling to manage the immediate fallout. But, as history proves,
it’s also necessary to prepare for what’s next. The authors suggest (1) dedicating about 10 to 20
percent of your time on a weekly basis over the next few months to exploring and envisioning
Mark W. Johnson, Josh
where you want your organization to be when the crisis passes; (2) laying out a path from your long-
Suskewicz
term aspiration to the mid-term (your post-crisis focal point), and from there to today, while
reverse-engineering a series of benchmarks and milestones at regular intervals along the way; (3)
pivoting and learning along the way; and (4) rallying your team around your vision.

During the COVID-19 pandemic, different nations have adopted a variety of response strategies to
fight and contain the new coronavirus. Such national response strategies can be classified into
three categories based on their underlying philosophy: strict control with unlimited resources,
relentless contribution with limited resources, and rough rationality with limited resources. We
National response strategies and
discuss the philosophies, characteristics, and performances of the three response strategies and
19 marketing innovations during the Amy Wenxuan Ding, Shibo Li
when they should be adopted. We also examine what marketing innovation strategies enterprises
COVID-19 pandemic
should adopt to survive and grow their businesses in both the short and long term. This study
provides important strategic implications for national policymakers and enterprises on the use of
response strategies as well as marketing innovation tactics and strategies to be used both during
and after the pandemic.
Corporate leaders have long subscribed to the belief that the sole purpose of business is to make
money. That narrow view, deeply embedded in the American capitalist system, molds the actions
of most corporations, constraining them to focus on maximizing short-term profits and returns to
shareholders at the expense of worker safety and health, the environment, and society in general.
How Great Companies Think In this article, HBS professor Kanter argues that a very different logic informs the practices of most
20 Rosabeth Moss Kanter
Differently high-performing and sustainable companies: an institutional logic. These companies believe that
they are more than money making machines; they are also a vehicle for advancing societal goals.
They deliver more than just financial returns; they also build enduring institutions. At great
companies, institutional logic takes its place alongside economic logic in research, analysis, and
managerial decision making.
Strategy and entrepreneurship are often seen as polar opposites. Strategy means rigorously
defining and pursuing one clear path, while entrepreneurship involves continually changing
direction to take advantage of new opportunities. Yet the two desperately need each other:
21 Lean Strategy David J. Collis
Strategy without entrepreneurship is central planning; entrepreneurship without strategy leads to
chaos. There is a way to reconcile the two, through the "lean strategy process." It ensures that start-
ups innovate in a disciplined fashion so that they make the most of their limited resources.

4
Sakhwat Hosain Strategic Management - Sec A Article Analysis

Why Strategy Execution Unravels--
22
and What to Do About It
23 Why Organizations Don't Learn
Stress-Test Your Strategy: The 7
24
Questions to Ask
Two-thirds to three-quarters of large organizations struggle with execution. And it's no wonder:
Research reveals that several common beliefs about implementing strategy are just plain wrong.
Donald Sull, Rebecca Homkes, This article debunks some of the most pernicious myths. Redefining execution as the ability to
Charles Sull seize opportunities aligned with strategy while coordinating with other parts of the organization
can help managers pinpoint why execution is stalling and focus on the factors that matter most for
translating strategy into results.
For any enterprise to be competitive, continuous learning and improvement are key--but not
always easy to achieve. After a decade of research, the authors have concluded that four biases
stand in the way: We focus too heavily on success, are too quick to act, try too hard to fit in, and
rely too much on experts. Each of these biases raises challenges, but each can be curbed with
Francesca Gino, Bradley R.
particular strategies. A preoccupation with success, for example, leads to an unreasonable fear of
Staats
failure, a mindset that inhibits risk taking, a focus on past performance rather than potential, and
blindness to the role of luck in successes and failures. Managers therefore need to treat mistakes
as learning opportunities, recognize and foster workers' capacity for growth, and conduct data-
based project reviews.
An economic downturn can quickly expose the shortcomings of your business strategy. But can you
identify its weak points in good times as well? And can you focus on those weak points that really
Robert L. Simons
matter? Drawing on some 25 years of research, Harvard Business School professor Robert Simons
identifies questions all executives should ask in order to ensure their strategies' success.