Our reports include actionable findings from professional and academic research, insight from leaders, and illustrated guidelines for improving your organization's strategy design and strategy delivery
A special report by the Economist Intelligence Unit
To understand why many organizations fail to bridge the
gap between strategy design and delivery, The Economist
Intelligence Unit (EIU), sponsored by the Brightline Initiative,
undertook a global multi-sector survey of 500 senior
executives from companies with annual revenues of $1
billion or more. This special report draws on the survey and additional in-depth
interviews with 13 corporate leaders and academic experts.
A unique partnership between the Brightline Initiative and Thinkers50 has created Strategy@Work. The book showcases some of the very best thinkers in the field of strategy and beyond. We hope that it acts as a catalyst for readers to get things done.
TEDGlobal 2017 – Arusha, Tanzania – was a celebration of those out there doing something — whether starting a company or initiative, challenging conventional wisdom or stirring up a new movement. In this report, you can read the event takeaways. Whether you run a startup, sit in the C-Suite or are known as a star employee, these ideas are sure to spark new thinking and renew your inspiration.
This appendix is a complimentary
resource to the Special Report “Closing
the Gap: Designing and Delivering a
Strategy that Works”, written by The
Economist Intelligence Unit (EIU), and
supported by the Brightline Initiative.
It contains all charts based on the 25
questions from the survey conducted
by the EIU in June and July 2017.
Corporate leaders recognise that transforming a strategic vision into reality
is crucial to success. Most companies, however, find this difficult in practice.
Find out why in this interview by the Economist Intelligence Unit.
Organisational culture is complex and can powerfully help, or hurt,
companies as they shepherd strategy from design to delivery.
A survey from The Economist Intelligence Unit highlights some
ways companies can meet the urgent mandate to harness
productive cultural traits and minimise the destructive ones.
Changes in competitor and customer demands frequently undermine strategy delivery… so most companies monitor key customer and competitor trends likely to affect strategy. However, monitoring is not enough, see why.
Based on a recent Economist Intelligence Unit survey exploring how companies implement strategy.
The benefits of bridging the gap between strategy design and
delivery are unmistakable. A recent Economist Intelligence
Unit survey finds that only 10% of respondents consistently
achieve those benefits. See what sets these Leaders apart.
We have crafted this set of guiding principles to help leaders shrink the costly and wasteful gap between strategy design and delivery.
These principles are for us both a moral rule and a basic truth. Practices can change, business models are disrupted, technology evolves, but principles do not change. They are the soul of strategy design and delivery.