Latest newsStrategy Fundamentals
Submitted by idesigner on Wed, 28/01/2009 - 15:16
In this regular column with Pharmaceutical Executive Europe, Dr Brian Smith examines the value of management science when it comes to the practice of implementing strategy.
Marketing is more science-based than one might realise. Dr Brian D Smith looks at Resource Advantage Theory and how it applies to Marketing.
Definitions of the same management strategy terms can vary significantly. This is important in practice as it can lead to communication problems. There are clear explanations for why and how this 'dumbing down' of strategic concepts occurs. Whether we'll find a solution or simply adapt to live with it remains to be seen.
When we strongly identify with our group, we instinctively identify against people in other groups. However, this persistence of stone-age group identity thinking doesn’t help us in the information age.
It is common to see experienced executives defending outmoded ideas with ferocious determination and irrationality. My research sheds some light on why otherwise intelligent people may revert to such childish behaviour.
Dr Brian D. Smith suggests that our industry is about to prove or disprove a fundamental academic theory: that straddling generics and innovation is an unsustainable business model. Part of the Strategy Fundamentals series.
Dr Brian D. Smith traces the origins of key account management and how it applies in pharmaceutical markets.
Dr Brian D. Smith looks at the origins and future of key opinion leadership.
It may seem heresy to an MBA-trained executive, but too strong a market focus can be a bad thing.
Segmentation is often the answer ... except when it isn't, says Dr Brian D Smith.
The way we explain things to ourselves helps explain executive behaviour, says Dr Brian D. Smith
Your company is wrapped in a knot of constraints and pressures, and it's naive to try to manage without understanding this, says Dr Brian D. Smith as he looks at institutional theory.
Conflict between departments costs money, wastes time and hinders strategy implementation. But we can reduce it and manage it if we understand it, says Dr Brian D. Smith
Sometimes the original tools work better than new hi-tech gadgets. Dr Brian Smith considers the value of Ansoff's 2x2 matrix for pharmaceutical marketers.
The only cultural change that really works is that which begins with changing core assumptions.
Dr Brian Smith looks at resourced based theory and it's application to pharmaceutical marketing.
Why does much of the work of market analysts and management teams result in so much data but so little understanding?
Unsuccessful firms believe the buy-in fallacy; successful firms don't. They create a strong strategy, then they just do it.
Senior executives struggle with the implementation of strategy despite the fact that the answers they seek have been known in the field of management science for many years.
Your company is wrapped in a knot of constraints and pressures, and it's naive to try to manage without understanding this, says Dr Brian D. Smith as he looks at institutional theory.
Why does much of the work of market analysts and management teams result in so much data but so little understanding?
The way we explain things to ourselves helps explain executive behaviour, says Dr Brian D. Smith
Senior executives struggle with the implementation of strategy despite the fact that the answers they seek have been known in the field of management science for many years.
Unsuccessful firms believe the buy-in fallacy; successful firms don't. They create a strong strategy, then they just do it.
Dr Brian D. Smith looks at the origins and future of key opinion leadership.
Dr Brian D. Smith traces the origins of key account management and how it applies in pharmaceutical markets.
When we strongly identify with our group, we instinctively identify against people in other groups. However, this persistence of stone-age group identity thinking doesn’t help us in the information age.
Conflict between departments costs money, wastes time and hinders strategy implementation. But we can reduce it and manage it if we understand it, says Dr Brian D. Smith
The only cultural change that really works is that which begins with changing core assumptions.
Segmentation is often the answer ... except when it isn't, says Dr Brian D Smith.
Dr Brian D. Smith suggests that our industry is about to prove or disprove a fundamental academic theory: that straddling generics and innovation is an unsustainable business model. Part of the Strategy Fundamentals series.
Definitions of the same management strategy terms can vary significantly. This is important in practice as it can lead to communication problems. There are clear explanations for why and how this 'dumbing down' of strategic concepts occurs. Whether we'll find a solution or simply adapt to live with it remains to be seen.
Marketing is more science-based than one might realise. Dr Brian D Smith looks at Resource Advantage Theory and how it applies to Marketing.
Dr Brian Smith looks at resourced based theory and it's application to pharmaceutical marketing.
It is common to see experienced executives defending outmoded ideas with ferocious determination and irrationality. My research sheds some light on why otherwise intelligent people may revert to such childish behaviour.
It may seem heresy to an MBA-trained executive, but too strong a market focus can be a bad thing.
Sometimes the original tools work better than new hi-tech gadgets. Dr Brian Smith considers the value of Ansoff's 2x2 matrix for pharmaceutical marketers.
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