Strategy

How does a legacy luxury brand navigate the twists and turns of changing economic circumstances? There are few one-size-fits-all solutions in leadership, and evolving business contexts may require strategic pivots. Darden Professor Jay Bourgeois discusses leadership and strategy lessons that have driven Aston Martin’s success in recent decades.

This article, adapted from Professor Jeanne Liedtka and Timothy Ogilvie’s "10 Tools for Design Thinking," includes steps managers can use to identify and execute opportunities for growth and innovation.

The key differentiator between bottom and top performers is not strategy but strategy execution. Professor Scott Snell delved into the topic at the Leadership in the Face of New Technology conference.

Competition is defined by the relationship between its constituent parts: action and response. The two are as interdependent as day and night; they exist within the context of one another, together creating one totality.

Darden Professor Ming-Jer Chen discusses the considerations that went into the partnership between LEGO and Warner Brothers in the making of The LEGO Movie.

How does a big company make good decisions to launch new products that might fatten up the bottom line and keep it innovative and growing? Find out now.

The crux of design thinking is that it embraces both creativity and analytical thinking to solve problems; two sides of the design thinking coin, both are essential to the design thinking process.

To thrive in a global economy, managers need to be aware not only of linear analytics and Western economics, but also aspects of Eastern philosophy, like letting go of desire and control — perhaps unexpected lessons at a business school.

Even large bureaucracies like the Veterans Administration and IBM now use design thinking principals to explore the experiences of key stakeholders searching for insights into better client service.