Must-See Strategy Videos

Friday, 11. April 2014

On YouTube you can find not only the latest fun clips to share with your friends and colleagues, but also lots of professionally made videos that deal with the various aspects of strategy work. We did some searching and compiled for you some of the most interesting YouTube videos on the subject.
Enjoy!

Booz & Company: “The Grass Isn’t Greener - Why 'Industry Hopping' Is Not the Answer to Your Growth Problem”

This brief video dispels the widespread myth that some industries are superior and easier to succeed in. In a large-scale study, Booz & Company looked at 6,000 companies in 65 industries worldwide over a period of ten years, with clear results: The average shareholder performance across industries is similar. The biggest variations actually exist inside every industry, where the difference between companies is huge. Top performers in basically every industry easily outperform average companies in the hottest industries. The answer to successful growth and shareholder value, says Evan Hirsh, Partner at Booz & Company, is winning in your own industry.

Jay Kim: “’Growth-thirsty’" companies are overpaying on mergers & acquisitions”

From his experience with executive education programs, INSEAD Assistant Professor Jay Kim learned that finding new growth opportunities is the biggest strategy challenge companies face today. And, as they are increasingly "thirsty for growth," they are increasingly turning to mergers and acquisitions as a means to achieve it. In a research study, Kim and his colleagues found that the more desperate companies are for growth (e.g., due to investors’ pressure), the more willing they are to take higher risks and the more prone they become to making judgmental errors. As a result, they tend to overpay on M&As. With the exception being companies that have a longer history in M&A activities. Those tend to pay less for acquisitions even when they are equally desperate for growth. The experience enables them to evaluate targets more objectively and accurately, Kim says.


Rita Gunther McGrath: “Seeing Innovation in Strategic Terms



In an interview with Strategy+Business, Rita Gunther McGrath, professor at Columbia Business School and current winner of the Thinkers50 Strategy Award, explains why many companies struggle with seeing innovation from a strategic perspective. The main reason, she believes, is that they mistake innovation for product invention. However, innovation can be much more than that. Quoting Scott Anthony, McGrath says: “Innovation is something new that creates value.” This may include business model or system process innovations. By adopting such a narrow view on innovation, companies are therefore unnecessarily limiting themselves in their ability to compete. As the biggest obstacles for effective innovation management, McGrath identifies the lack of experience of most executives and managers with highly innovative and fast growing industries, the reluctance to act based mostly on assumptions rather than knowledge, as well as practical issues, such as the lack of financial and human resources or adequate reward systems.


Joseph Roussel: “Five core supply chain management attributes of successful companies



In this video, Joseph Roussel, Partner at PwC France and co-author of the book Strategic Supply Chain Management (2nd ed.), deals with the question what sets successful companies apart from their peers when it comes to supply chain management. A key difference, he says, lies in the fact that they embrace five core disciplines for strategic supply chain management - strategy, organization, process, collaboration, and performance measurement - and develop them in a holistic and concurrent fashion. This enables them to gain a deeper understanding of each discipline and how they impact one another. Other attributes common to leading companies include a strong focus on customer experience from a supply chain perspective, maximum resilience and flexibility to move supply chain activities around the globe when needed, and effective talent management.