Strategic transformations in a disruptive digital environment
Authors: Oliver, J.J.
Journal: Strategic Direction
Volume: 34
Issue: 5
Pages: 5-8
ISSN: 0258-0543
DOI: 10.1108/SD-01-2018-0003
Abstract:Purpose: The purpose of this paper is to illustrate how two media firms, Sky Plc and Pearson Plc, adapted, reconfigured, and transformed their businesses to meet the demands of an operating environment characterized by inexorable changes in digital technologies. Design/methodology/approach: The over-arching vision, corporate strategies, and financial performance for both firms are examined over two business cycles. Findings: These findings illustrate why firms need to create a portfolio business that takes advantage of the market opportunities created by innovative digital technologies, while off-setting the risks associated with digital disruption. Practical implications: Business leaders should not dispense with the basic principles of good strategic business unit portfolio management in their attempts to take advantage of the market opportunities provided by a disruptive digital environment. Originality/value: This paper provides a highly original insight into how two firms placed ambitious levels of growth at the heart of their corporate strategies to seize the market opportunities provided by an increasingly digital operating environment.
https://eprints.bournemouth.ac.uk/30252/
Source: Scopus
Strategic transformations in a disruptive digital environment
Authors: Oliver, J.
Journal: Strategic Direction
Publisher: Emerald Group Publishing Ltd.
ISSN: 0258-0543
Abstract:Abstract Purpose: This paper illustrates how two media firms, Sky Plc and Pearson Plc, adapted, reconfigured and transformed their businesses to meet the demands of an operating environment characterized by inexorable changes in digital technologies.
Design/methodology/approach: The over-arching vision, corporate strategies and financial performance for both firms are examined over two business cycles. Findings: These findings illustrate why firms need to create a portfolio business that takes advantage of the market opportunities created by innovative digital technologies, whilst off-setting the risks associated with digital disruption.
Practical implications: Business leaders should not dispense with the basic principles of good strategic business unit portfolio management in their attempts to take advantage of the market opportunities provided by a disruptive digital environment.
Social implications: Not applicable Originality/value: This paper provides a highly original insight into two how firms placed ambitious levels of growth at the heart of their corporate strategies to seize the market opportunities provided by an increasingly digital operating environment.
https://eprints.bournemouth.ac.uk/30252/
Source: Manual
Strategic transformations in a disruptive digital environment
Authors: Oliver, J.
Journal: Strategic Direction
Volume: 34
Issue: 5
Pages: 5-8
Publisher: Emerald
ISSN: 0258-0543
DOI: 10.1108/SD-01-2018-0003
Abstract:Digital technologies have created new markets and disrupted many others. As a consequence, many firms are operating in a highly turbulent and transformative business environment where senior executives are often drawn into the hype that new digital technologies create (North and Oliver, 2014). This in turn can lead to a change in firm strategy and business model at a time when dynamic and unpredictable market conditions increase the risks associated with getting the big strategic decisions wrong.
This paper illustrates how two media firms, Sky Plc and Pearson Plc, adapted, reconfigured and transformed their businesses to meet the demands of an operating environment characterized by inexorable changes in digital technologies. It examines their over-arching vision, corporate strategies and financial performance over two business cycles and concludes that business leaders should not dispense with the basic principles of good strategic business unit portfolio management in their attempts to take advantage of market opportunities. The results of these strategic transformations are in stark contrast to each other and leads to the conclusion that CEOs and their executive teams should create a ‘portfolio business’ that can withstand the turbulence created by the digital environment and not ‘bet the company’ at a time when market dynamics are so uncertain.
https://eprints.bournemouth.ac.uk/30252/
Source: Manual
Strategic transformations in a disruptive digital environment
Authors: Oliver, J.J.
Journal: Strategic Direction
Volume: 34
Issue: 5
Pages: 5-8
ISSN: 0258-0543
Abstract:Abstract Purpose: This paper illustrates how two media firms, Sky Plc and Pearson Plc, adapted, reconfigured and transformed their businesses to meet the demands of an operating environment characterized by inexorable changes in digital technologies. Design/methodology/approach: The over-arching vision, corporate strategies and financial performance for both firms are examined over two business cycles. Findings: These findings illustrate why firms need to create a portfolio business that takes advantage of the market opportunities created by innovative digital technologies, whilst off-setting the risks associated with digital disruption. Practical implications: Business leaders should not dispense with the basic principles of good strategic business unit portfolio management in their attempts to take advantage of the market opportunities provided by a disruptive digital environment. Social implications: Not applicable Originality/value: This paper provides a highly original insight into two how firms placed ambitious levels of growth at the heart of their corporate strategies to seize the market opportunities provided by an increasingly digital operating environment.
https://eprints.bournemouth.ac.uk/30252/
Source: BURO EPrints