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Strategy formulation

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  • Strategy
  • Change management
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  • In a Volatile World, Your Strategy Must Be Flexible

    Strategy & Execution Digital Article
    • Michael Mankins
    Give yourself plenty of opportunities to change course.
    • Save
    • Share
    • Buy Copies
    • October 05, 2022
  • Executive Incentives vs. Corporate Growth

    Boards Magazine Article
    • Alfred Rappaport
    Bonuses and other forms of incentive compensation are an effective motivator of executives to achieve ever higher earnings per share. The drive to produce short-term results, however, often influences management to forgo investment in capital equipment and R&D that would benefit the corporation several years hence even more than improved earnings next year would. The […]
    • Save
    • Share
    • From the July 1978 Issue
  • How Competitive Forces Shape Strategy

    Competitive strategy Magazine Article
    • Michael E. Porter
    Awareness of these forces can help a company stake out a position in its industry that is less vulnerable to attack.
    • Save
    • Share
    • From the March–April 1979 Issue
  • What’s Your Negotiation Strategy?

    Negotiation strategies Magazine Article
    • Jonathan Hughes
    • Danny Ertel
    Here’s how to avoid reactive dealmaking
    • Save
    • Share
    • From the July–August 2020 Issue
  • How to Cut Costs More Strategically

    Strategic planning Digital Article
    • Paul Leinwand
    • Vinay Couto
    Across-the-board cuts often backfire.
    • Save
    • Share
    • March 10, 2017
  • Stop Making Plans; Start Making Decisions

    Analytics and data science Magazine Article
    • Michael Mankins
    • Richard Steele
    In most companies, strategic planning isn’t about making decisions. It’s about documenting choices that have already been made, often haphazardly. Leading firms are rethinking their approach to strategy development so they can make more, better, and faster decisions.
    • Save
    • Share
    • From the January 2006 Issue
  • Prevent Your Strategy Offsite from Being Meaningless

    Strategy & Execution Digital Article
    • Peter Bregman
    Get everyone moving in the same direction.
    • Save
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    • Buy Copies
    • September 15, 2014
  • What's the Plan?

    Organizational Development Magazine Article
    • Lee Clarke
    • Gardiner Morse
    Rutgers sociologist and disaster studies expert Lee Clarke discusses how organizations unwittingly make pie-in-the-sky plans--what he calls symbolic plans--that...
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    • Buy Copies
    • From the June 2004 Issue
  • Diagnostic Thinking

    Leadership & Managing People Video
    • Ranjay Gulati
    When trouble strikes, you may want to jump into action. But you'll make a better decision if you pause to understand the problem's causes first.
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    • March 12, 2013
  • The Art of Asking Questions

    Leadership & Managing People Video
    • Tom Pohlmann
    • Neethi Mary Thomas
    You can't get the right answers unless you ask the right questions.
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    • September 02, 2015
  • Don't Mistake Execution for Strategy

    Strategy & Execution Digital Article
    • Graham Kenny
    Otherwise you'll drown in a to-do list.
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    • January 07, 2020
  • Your Competitors Aren't Always Who You Think They Are

    Finance & Accounting Digital Article
    • Bill Taylor
    To understand your customers' expectations, look beyond your industry.
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    • November 17, 2022
  • The Most Strategic Leaders Excel in 4 Disciplines

    Leadership & Managing People Digital Article
    • Rich Horwath
    Questions to help you develop "strategic fitness," based on a study of 77 C-suite executives over four years.
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    • June 18, 2024
  • Effective Public Management

    Strategic planning Magazine Article
    • Joseph L. Bower
    Political scientists, legislators, educators, business executives, lawyers, consumerists—practically everyone, it sometimes seems—is calling for better public management. For businessmen, the need is especially important because they feel surrounded by government institutions with which they are legally required to interact. But enthusiasm for good government is one thing; understanding the nature of it, to say nothing […]
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    • From the March 1977 Issue
  • Strategies for Surviving a Shakeout

    Strategy & Execution Magazine Article
    • George S. Day
    Shakeouts are a fact of life in almost every industry--witness the shrinking number of players in areas as diverse as banking, software, and hospital...
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    • Buy Copies
    • From the March–April 1997 Issue
  • Managing as if Tomorrow Mattered

    Finance and investing Magazine Article
    • Robert H. Hayes
    • David A. Garvin
    Few economic decisions are as difficult as those involving the choice between present and future consumption. Some people, unable to place much faith in the future, happily borrow to fund present pleasures; others, with longer time horizons, are wary of such “fly now, pay later” policies. They fear that the required payments, when viewed up […]
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    • From the May 1982 Issue
  • Crap Circles

    Analytics and data science Magazine Article
    • Gardiner Morse
    The most dubious business plan can look solid—even smart—if it’s cast as a virtuous circle. “See, we invest our profits in innovation to create delightful products that customers buy—which generate profits that we invest in innovation!” Who could argue with that? Indeed, the merit of self-reinforcing systems seems so obvious that businesspeople instinctively describe their […]
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    • From the November 2005 Issue
  • Strategies for High Market-Share Companies

    Sales & Marketing Magazine Article
    • Paul N. Bloom
    • Philip Kotler
    Despite the benefit of high profits, as well as the enjoyment of a position of leadership, a company that has a high market share is a tempting target...
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    • From the November 1975 Issue
  • Avoid These Pitfalls When Measuring Your Strategy’s Performance

    Strategy Digital Article
    • Graham Kenny
    How to establish the right KPIs.
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    • September 04, 2023
  • Off-Sites that Work

    Organizational Development Magazine Article
    • Bob Frisch
    • Logan Chandler
    Of all the meetings top executives attend in a year, none is more important than the strategy off-site, where the most essential conversations for the...
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    • From the June 2006 Issue
  • Philip Morris, Incorporated: Seven Up Acquisition (A)

    Finance & Accounting Case Study
    • Diana Harrington
    11.95
    View Details
    Management is faced with the evaluation and pricing of Seven-Up. The case describes Philip Morris since its acquisition of Miller Beer and Seven-Up as...
    • Save
    • Share
    • March 28, 1991
  • Backstage at Boston Ballet

    Organizational Development Case Study
    • David G. Fubini
    • Ryan L. Raffaelli
    • Begum Agca Okutgen
    • Julia Kelley
    11.95
    View Details
    This case asks students to consider how to prioritize goals when placed in a new leadership role. In August 2014, Meredith "Max" Hodges became the youngest...
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    • July 08, 2019
  • Sherif Mityas at A.T. Kearney: Negotiating a Client Service Predicament (A)

    Leadership & Managing People Case Study
    • Ashish Nanda
    • Kelley Morrell
    11.95
    View Details
    Sherif Mityas, recently promoted as project manager at A.T. Kearney, faced a client service challenge in his very first project experience. Mityas had...
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    • December 16, 2003
  • Swissair's Alliances (B)--1991-94

    Global Business Case Study
    • David B. Yoffie
    • Sharon Foley
    5.00
    View Details
    Updates the company's progress in increasing cooperation with its partners in the European Quality Alliance and Global Excellence Alliance. A rewritten...
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    • June 28, 1994
  • AARP Foundation (A)

    Strategy & Execution Case Study
    • Srikant M. Datar
    • Marc J. Epstein
    • Herman B. Leonard
    • Thomas F. Goodwin
    11.95
    View Details
    AARP Foundation--a leading non-profit corporation--must create a new "Dashboard" performance measurement tool to track the effectiveness of its new strategic...
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    • June 25, 2007
  • Brannigan Foods: Strategic Marketing Planning

    Sales & Marketing Case Study
    • John A. Quelch
    • James T. Kindley
    8.95
    View Details
    The soup division at Brannigan Foods contributes over 40% of the firm's revenue. The general manager is concerned that the soup industry is declining...
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    • February 12, 2013
  • Wildfire Communications, Inc. (B)

    Technology & Operations Case Study
    • Jeffrey Rayport
    • Jamie O'Connell
    5.00
    View Details
    Supplements the (A) case.
    • Save
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    • March 24, 1996
  • Farm to School of Park County: A Journey from Program to Nonprofit (C)

    Innovation & Entrepreneurship Case Study
    • Karen L Cates
    • Liz Livingston Howard
    5.00
    View Details
    Supplement to case KE1110 This case series describes the startup of Farm to School of Park County, an emerging nonprofit organization in the US state...
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    • January 10, 2019
  • Codecademy: Where to Next?

    Innovation & Entrepreneurship Case Study
    • Jeffrey Rayport
    • Max Mailman
    • Sarah Ascherman
    11.95
    View Details
    In March 2020, Zach Sims, co-founder and CEO of online education platform Codecademy, prepared for a meeting with his Chief of Staff Kunal Ahuja to discuss...
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    • April 07, 2021
  • Polaroid-Kodak (B7)

    Strategy & Execution Case Study
    • Michael E. Porter
    5.00
    View Details
    Supplements the (B1) case.
    • Save
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    • January 01, 1978
  • Blockbuster Inc. & Technological Substitution (B): Confronting New Digital Formats

    Strategy & Execution Case Study
    • Peter J. Coughlan
    • Jennifer L. Illes
    5.00
    View Details
    Investigates how the rise of digital video formats threatens to make videocassette technology obsolete; how this technological substitution might alter...
    • Save
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    • December 18, 2003
  • Trolltech (Norway)--Will Cenapio Steal Christmas?

    Innovation & Entrepreneurship Case Study
    • Daniel J. Isenberg
    11.95
    View Details
    Describes the creation of an open source software venture in Norway, Australia, and the United States that lands a strategic OEM deal with a leading Japanese...
    • Save
    • Share
    • November 22, 2005
  • Chesapeake and Shorewood Hostile Bids: A Tale of Two Boards (A)

    Strategy & Execution Case Study
    • John L. Colley
    11.95
    View Details
    The purpose of this case is to present a series of strategic issues faced by a $1 billion company. The situation called for a major restructuring immediately...
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    • January 17, 2001
  • Continental Media Group: Business Highlights

    Finance & Accounting Case Study
    • Robert Simons
    • Kathryn Rosenberg
    11.95
    View Details
    Continental Media Group has a series of business reviews struggling to achieve profitability. This case focuses on the use of management control systems...
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    • June 09, 2010
  • Kennedy and the Bay of Pigs

    Leadership & Managing People Case Study
    • Stephen Bates
    • Richard Neustadt
    • Joshua Rosenbloom
    • Ernest May
    11.95
    View Details
    In April 1961, President Kennedy denied US military assistance to a force of CIA-trained Cuban exiles attacking Cuba, thus sealing the fate of the Bay...
    • Save
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    • January 01, 1980
  • James Woolsey and the CIA: The Aldrich Ames Spy Case (Sequel)

    Leadership & Managing People Case Study
    • Philip Heymann
    • Esther Scott
    5.00
    View Details
    When Washington attorney and longtime Capital Hill staff member James Woolsey became director of the Central Intelligence Agency in 1993, he inherited...
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    • January 01, 1996
  • What's Your Problem?: To Solve Your Toughest Problems, Change the Problems You Solve

    Strategy & Execution Book
    • Thomas Wedell-Wedellsborg
    35.00
    View Details
    Are you solving the right problems? Have you or your colleagues ever worked hard on something, only to find out you were focusing on the wrong problem...
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    • March 17, 2020
  • Nestle Italy

    Sales & Marketing Case Study
    • John A. Quelch
    • Michele Costabile
    11.95
    View Details
    Nestle Italy marketing executives are considering options for increasing the sales and market share of Nescafe instant coffee. Forty years after being...
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    • December 22, 1992
  • Marketing Reading: Framework for Marketing Strategy Formation

    Sales & Marketing Tool
    • Robert J. Dolan
    40.00
    View Details
    Core Curriculum Readings in Marketing cover fundamental concepts, theories, and frameworks in marketing. For classroom use in higher education, this Reading...
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    • June 30, 2014
  • Amgen Inc.'s Epogen--Commercializing the First Biotech Blockbuster Drug

    Strategy & Execution Case Study
    • Felix Oberholzer-Gee
    • Dennis Yao
    11.95
    View Details
    Amgen Inc.'s Epogen was the first biotech blockbuster drug. Epogen helped prevent anemia, a condition that leads to severe fatigue, increased risk of...
    • Save
    • Share
    • December 14, 2005
  • Philip Morris, Incorporated: Seven Up Acquisition (A)

    Finance & Accounting Case Study
    • Diana Harrington
    11.95
    View Details
    Management is faced with the evaluation and pricing of Seven-Up. The case describes Philip Morris since its acquisition of Miller Beer and Seven-Up as...
    • Save
    • Share
    • March 28, 1991
  • In a Volatile World, Your Strategy Must Be Flexible

    Strategy & Execution Digital Article
    • Michael Mankins
    Give yourself plenty of opportunities to change course.
    • Save
    • Share
    • Buy Copies
    • October 05, 2022
  • Executive Incentives vs. Corporate Growth

    Boards Magazine Article
    • Alfred Rappaport
    Bonuses and other forms of incentive compensation are an effective motivator of executives to achieve ever higher earnings per share. The drive to produce short-term results, however, often influences management to forgo investment in capital equipment and R&D that would benefit the corporation several years hence even more than improved earnings next year would. The […]
    • Save
    • Share
    • From the July 1978 Issue
  • How Competitive Forces Shape Strategy

    Competitive strategy Magazine Article
    • Michael E. Porter
    Awareness of these forces can help a company stake out a position in its industry that is less vulnerable to attack.
    • Save
    • Share
    • From the March–April 1979 Issue
  • Integrative Thinking 2.0: A User's Guide to your Opposable Mind

    Strategy & Execution Digital Article
    • Jennifer Riel
    • Roger Martin
    Peter Drucker once said that the most effective executives disregard conventional wisdom about reaching consensus and instead work to create disagreement...
    • Save
    • Share
    • January 01, 2014
  • Backstage at Boston Ballet

    Organizational Development Case Study
    • David G. Fubini
    • Ryan L. Raffaelli
    • Begum Agca Okutgen
    • Julia Kelley
    11.95
    View Details
    This case asks students to consider how to prioritize goals when placed in a new leadership role. In August 2014, Meredith "Max" Hodges became the youngest...
    • Save
    • Share
    • July 08, 2019
  • What’s Your Negotiation Strategy?

    Negotiation strategies Magazine Article
    • Jonathan Hughes
    • Danny Ertel
    Here’s how to avoid reactive dealmaking
    • Save
    • Share
    • From the July–August 2020 Issue
  • Sherif Mityas at A.T. Kearney: Negotiating a Client Service Predicament (A)

    Leadership & Managing People Case Study
    • Ashish Nanda
    • Kelley Morrell
    11.95
    View Details
    Sherif Mityas, recently promoted as project manager at A.T. Kearney, faced a client service challenge in his very first project experience. Mityas had...
    • Save
    • Share
    • December 16, 2003
  • How to Cut Costs More Strategically

    Strategic planning Digital Article
    • Paul Leinwand
    • Vinay Couto
    Across-the-board cuts often backfire.
    • Save
    • Share
    • March 10, 2017
  • Stop Making Plans; Start Making Decisions

    Analytics and data science Magazine Article
    • Michael Mankins
    • Richard Steele
    In most companies, strategic planning isn’t about making decisions. It’s about documenting choices that have already been made, often haphazardly. Leading firms are rethinking their approach to strategy development so they can make more, better, and faster decisions.
    • Save
    • Share
    • From the January 2006 Issue

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