Strategy

Heidi Hammarsten

The world is also changing around companies operating in the domestic market - strategies have to ‘think’ global. New strategies are often based on data masses and optimization, says Professor Henri Schildt of Aalto University.

Adam Gordon

Dr. Adam Gordon reminds us with example from DHL that scenarios are about current not future leadership actions. This approach serves managers better than predictive modeling.

Aino Tenhiälä

The investment in employees is generally substantial, but how many companies really know what they get in return, says Aino Tenhiälä, Postdoctoral Researcher at Aalto University School of Science.

Joanna Sinclair

“In many companies, pricing is an area where the level of sophistication does not match the importance of the topic,” says Marco Bertini, Associate Professor and Head of the marketing department at ESADE.

Adam Gordon

Dr. Adam Gordon writes what can business world learn from Hans Rosling's research. Preconceptions can cause a degraded view of the world, therefore are a source of risk or of lost opportunity.

Adam Gordon

Dr. Adam Gordon writes about strategic foresight and how to do it. There is a whole toolbox of qualitative foresight tools, that range from horizon scanning to systems dynamics to scenario planning, among various options.

Ville Blåfield

Big data was supposed to be the “new oil” and the smartest thing businesses can have. But researchers claim data is not of much help if you don’t know how to use it. Journalist Ville Blåfield examines what type of cultural shift it would take to be smartly data-driven.

Heidi Hammarsten

You get what you measure, as the old adage says. "Linking strategy to indicators is not as simple as it looks," says Professor Teemu Malmi, Aalto University. 

Mari Rauhala

Professor Kristiina Mäkelä from Aalto University School of Business gives us her take on managing human resources strategically, outlining the three basic things every organisation should consider while building HR practices and managing human resources.

Riitta Lumme-Tuomala

Too few companies pay enough attention to allocating effectively the internal talent they have. This is true even in the cases where considerable time is spent identifying and recruiting high potential people and the value of talented people is understood within the organization.

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