HBR On Strategy

The secret to success for many Silicon Valley tech companies isn’t necessarily that they’re ultra-nimble start-ups, or that they’re led by tech-savvy geniuses. Andy McAfee says their success often has more to do with a specific type of corporate culture that focuses on finding unconventional solutions to hard business problems.

McAfee is a principal research scientist at the MIT Sloan School of Management, and he’s the author of The Geek Way: The Radical Mindset That Drives Extraordinary Results.

In this episode, he explains why business leaders need to think more like geeks and explains why it’s important to center your culture on company norms, rather than organizational structure. He also offers tips for finding that delicate balance between human judgement and data-driven insights.

Key episode topics include: strategy, technology, start-ups, innovation, competitive strategy, Silicon Valley.

HBR On Strategy curates the best case studies and conversations with the world’s top business and management experts, to help you unlock new ways of doing business. New episodes every week.

In the 1990s and 2000s, video game developer Epic Games had a string of mid-size successes. But the release of Fortnite Battle Royale in 2017 changed the company’s path forever.

The game was a blockbuster. By 2019, Fortnite had registered more than 250 million users, with 10 million concurrent users. But Fortnite’s phenomenal success raised a new question for Epic: How could they turn this singular hit into a series of growth opportunities?

In this episode, Harvard Business School associate professor Andy Wu explains why Epic monetized Fortnite through micro-transactions within the game, rather than charging a fee for the game itself. He also discusses how Epic’s creation of a platform, the Epic store, and a premium subscription service built on Fortnite’s success and helped to distinguish their brand from other free-play games.

Key episode topics include: strategy, growth strategy, R&D, strategy execution, video games, fortnite, epic games.

HBR On Strategy curates the best case studies and conversations with the world’s top business and management experts, to help you unlock new ways of doing business. New episodes every week.

So much has been written about Amazon’s outsized growth. But Harvard Business School professor Sunil Gupta says it’s the company’s unusual approach to strategy that has captured his scholarly attention. Gupta has spent years studying Amazon’s strategy and its founder and former CEO Jeff Bezos.

In this episode, Gupta shares how Amazon upended traditional corporate strategy by diversifying into multiple products serving many end users, instead of having a narrow focus.

He argues that some of Amazon’s simplest business strategies — like their obsession with customers and insistence on long-term thinking — are approaches that companies, big and small, can emulate.

Key episode topics include: strategy, innovation, leadership, scaling, Jeff Bezos, long-term thinking, customer focus.

HBR On Strategy curates the best case studies and conversations with the world’s top business and management experts, to help you unlock new ways of doing business. New episodes every week.

In 1995, the late and legendary Harvard Business School professor Clayton Christensen introduced his theory of “disruptive innovation” right here in the pages of the Harvard Business Review. The idea inspired a generation of entrepreneurs and businesses, ranging from small start-ups to global corporations.

Three decades later, debates have emerged around how the theory should be applied — especially within technology start-ups that have driven so much economic growth since 2000.

In this episode, Harvard Business Review editor Amy Bernstein and a panel of expert scholars discuss the legacy of disruptive innovation, and how the common perception of disruption has drifted away from its original meaning.

Expert guests include:

Key episode topics include: strategy, competitive strategy, business history, disruptive innovation, Clay Christensen, innovator’s dilemma.

HBR On Strategy curates the best case studies and conversations with the world’s top business and management experts, to help you unlock new ways of doing business. New episodes every week.

In February 2013, U.S. Airways announced that it would merge with American Airlines to create the world’s largest airline. During the acquisition, then-CEO Doug Parker and his board had transformative decisions to make.

How should two large corporations merge their operations? Which members of each company’s C-suites should stay? How fast should they move on these changes? Parker knew that these strategic decisions would send important signals to employees, customers, and competitors.

In this episode, Harvard Business School senior lecturer David Fubini breaks down the strategy underlying this historic airline industry merger. He explains how Parker approached each of these strategic decisions — especially in areas, like culture and operations, where American and U.S. Airways had huge differences.

Key episode topics include: strategy, corporate governance, mergers and acquisitions, operations strategy, aerospace sector, airlines, leadership.

HBR On Strategy curates the best case studies and conversations with the world’s top business and management experts, to help you unlock new ways of doing business. New episodes every week.

Is your growth strategy working consistently?

Strategy expert Ken Favaro says creating and sustaining growth isn’t rocket science. However, you do have to understand the difference between “organic” growth and “inorganic” alternatives, which come through a merger or acquisition.

Favaro is the chief strategy officer at BERA Brand Management. Formerly he was a senior partner at Booz & Company—now part of PricewaterhouseCoopers (PwC).

In this episode, he argues that it’s important to focus on creating incentives for organic growth within your organization. He also explains why you should avoid typecasting your business units as “cash cows” or “growth engines” if you want them to achieve ongoing growth.

Key episode topics include: strategy, operations and supply chain management, growth strategy.

HBR On Strategy curates the best case studies and conversations with the world’s top business and management experts, to help you unlock new ways of doing business. New episodes every week.

For more than a century, the pharmaceutical company Roche has been headquartered in Basel, Switzerland. It’s one of more than a dozen pharmaceutical companies that have long been based there.

Howard Yu, Lego Professor of Management and Innovation at IMD Business School in Switzerland, discusses how this industrial cluster is a unique example of enduring competitive advantage. He explains how these companies offer a counter-narrative to the pessimistic view that you can’t stay ahead of the competition for long.

In this episode, you’ll learn how these historic companies began as makers of chemical dyes and later evolved into microbiology. You’ll also learn how to repackage your company’s existing knowledge to pioneer new products and services. And you’ll learn why persistence and experimentation over the long term are prerequisites for innovation.

Key episode topics include: strategy, innovation, competitive strategy, pharmaceutical industry, competitive strategy.

HBR On Strategy curates the best case studies and conversations with the world’s top business and management experts, to help you unlock new ways of doing business. New episodes every week.

So, you’ve successfully scaled your start-up and you’re growing into a mature company. What, if anything, should you retain from those early days?

Harvard Business School professor Ranjay Gulati says the most successful organizations have one thing in common: a soul. “Soul” goes beyond culture, purpose, or even the founder. It’s about having three things: strategic business intent, a strong connection to customers, and a stellar employee experience. Gulati argues that if you don’t preserve these elements as you scale, you’ll lose what makes your company special.

In this episode, he explains how to define the specific problem your company solves, with plenty of real-world examples from Netflix, Apple, and Warby Parker. You’ll also learn how to bring the voice of customers into your organization and ensure that your employees feel connected to them.

Key episode topics include: strategy, entrepreneurship, organizational culture, start-up, scaling.

HBR On Strategy curates the best case studies and conversations with the world’s top business and management experts, to help you unlock new ways of doing business. New episodes every week.

We all know Silicon Valley’s mantra: fail fast, fail often. But when is it OK to fail in the real world?

Harvard Business School professor Amy Edmondson says it depends on how and why you fail. She’s an expert on psychological safety and the author of the book, Right Kind of Wrong: The Science of Failing Well.

In this episode, she explains the difference between good and bad types of failures. One has to do with experimentation, while the other is rooted in inattention or lack of training. Edmondson also explores the downsides of not experimenting enough because your team fears failure.

Key episode topics include: strategy, psychology, business failures, psychological safety, experimentation.

HBR On Strategy curates the best case studies and conversations with the world’s top business and management experts, to help you unlock new ways of doing business. New episodes every week.

Think of CEOs who have made strong rates of return for investors and built durable businesses. What strategies do you associate with their success?

Investor and author William Thorndike studied eight CEOs who outperformed the market and their peers. The group included big names, like Warren Buffet and Katharine Graham, but also other leaders who are virtually unknown today. One example is Henry Singleton, an MIT-educated electrical engineer who led Teledyne Technologies from 1960 to 1986.

Thorndike noticed that these eight iconoclastic leaders all took a similar approach to capital allocation. They focused on investing their companies’ profits to repurchase their own stock when prices were optimal. But they generally avoided very large acquisitions, accruing debt, and paying dividends.

In this episode, you’ll learn how effective capital allocation strategies, like the ones used by these leaders, can generate wealth for shareholders.

Thorndike is the author of The Outsiders: Eight Unconventional CEOs and Their Radically Rational Blueprint for Success.

Key episode topics include: strategy, strategic planning, entrepreneurship, operations and supply chain management, leadership, capital allocation, debt, dividends, stock buybacks, acquisitions.

HBR On Strategy curates the best case studies and conversations with the world’s top business and management experts, to help you unlock new ways of doing business. New episodes every week.