- Governments for the Future: Building the Strategic and Agile State, Yves Doz and Mikko Kosonen. SITRA studies, August 2014. Executive summary available here.
- Creating an agile and strategic business, Yves Doz, Trailblazers Business Insight, January 2014
- When Your Company Is a Regular United Nations, Yves Doz interviewed by Ida Mattsson, http://www.cfoinnovation.com/, October 3, 2013
- Multicultural gems hidden in the ranks, Yves Doz and Hae-Jung Hong, South China Morning Post, August 10, 2013
- The Rise Of Multicultural Managers, Yves Doz and Hae-Jung Hong, www.forbes.com, August 1, 2013
- "L’Oréal masters multiculturalism", Yves Doz and Hae-Jung Hong, Harvard Business Review, June 2013
- "Les Talents Spéciaux Des Cadres Multiculturels", Yves Doz and Hae-Jung Hong, Harvard Business Review France, April 2013
- "How Good is Strategy Making in the Company you Oversee ? Can you improve it ?", Finnish Boardview Magazine, 1/2013
- "Learning to Manage Global Innovation Projects", Ivey Business Journal, March 2013
- "The domain of international business and the AIB", Journal of International Business Insights, Vol. 13, No. 1, 2013
- Entry on the topic of "strategy and structure of MNEs" for the New Palgrave Encyclopedia of Strategic Management
Publications by topic
Comparative analysis of the strategy process and management and leadership practices of leading IT firms (Accenture, Cisco, Hewlett Parckard, IBM, Intel, Oracle, Nokia, SAP, etc...):
- Findings summarised in Fast Strategy: How Strategic Agility will help you stay ahead of the Game, Yves Doz, Mikko Kosonen, Wharton School Press, 2008.
- "The New Deal at the Top", Yves Doz and Mikko Kosonen, Harvard Business Review, June 2007 (translated into German: "Wie Topmanager beesser zusammen arbeiten", Harvard Business Review, 2008)
Read more on The New Deal at the Top
Listen to Yves Doz talking about The New Deal at the Top.
- "How agile is your strategy process?", Yves Doz and Mikko Kosonen , Issue 15, Strategy Magazine, March 2008.
This article provides a summary of the dimensions of strategic agility developed in the book: Strategic Sensitivity, Resource Fluidity, and Leadership Unity. It stresses the importance of working on those three dimensions to remain agile.
Strategic Agility and global innovation:
- "Managing Global Innovation: Frameworks for Integrating Capabilities around the World" Y. Doz, K. Wilson, Harvard Business Review Press, November 2012.
- "Overcoming the Global Innovation Trade-Off: How to maintain creative complexity without the limitations of co-location", Strategy + Business, Published: November 27, 2012 / Winter 2012 / Issue 69, by Yves Doz and Keeley Wilson.
"Ten Rules for Managing Global Innovation". Keeley Wilson, Yves Doz. Harvard Business Review. Oct2012, Vol. 90 Issue 10, p84-90. 7p.
Abstract: The authors discuss their ten rules for managing global innovation more effectively. They recommend that the first projects involving employees in different countries and time zones be small ones restricted to just two or three participants. In their view a single senior manager should be put in charge of oversight and support for a project, and one site should be designated as the lead site. When allocating staff to a project, they recommend that competence rather than availability be the top criterion.
- "Agile Innovation: A Footprint Balancing Distance and Immersion", Keeley Wilson and Yves Doz,California Management Review, Vol 53, No.2, (Winter 2011). Abstract: To meet the demands of globalization, companies need to continually and rapidly access, absorb, and integrate ideas for innovation from around the world. Yet few innovation footprints are capable of meeting this challenge. This article introduces a model for “agile innovation” that differentiates between the need for a permanent presence in a location and the ability to access knowledge from a distance, by aligning different modes of access and integration against different types of knowledge. Adopting an agile innovation model will give companies the ability to better manage their global innovation footprint, leading to greater efficiency and effectiveness.
- From Global to Metanational: How Companies Win in the Knowledge Economy Y. Doz, J. Santos and P. Williamson, Harvard Business Review Press, Boston, Massachusetts, USA. October 2001. Abstract: The knowledge economy has accelerated the formation of a new breed of global company--the metanational--that is turning the strategies of traditional multinationals upside down. International business and strategy experts Yves Doz, Jose Santos, and Peter Williamson introduce and explain this emerging model and outline three significant ways in which it moves beyond other types of global competition: metanationals are first to sense and capture new knowledge all over the world; they mobilize this globally dispersed knowledge to out-innovate competitors; and they turn this innovation into value by effectively managing operations for maximum sales growth and profitability. The authors argue that in order to survive, traditional multinationals must stop playing yesterday's global game--essentially creating a homegrown strategy and then projecting it around the world--and start competing the metanational way. Drawing from the experiences of pioneering companies in this new arena, such as STMicroelectronics, Nokia, and PolyGram, the book reveals the key building blocks of metanational advantage and outlines a bold new path for companies at every stage of the globalization game.
Detailed process analysis of Strategic Agility at Nokia:
Reflections on business model innovation and strategic agility:
Reflection on the use of language in strategy formulation and strategic agility:
Application of Strategic Agility concepts to the effectiveness of governments and public management:
- Strategic Agility in Nations (A) & (B): The Scottish Example
Case Writer: DE CLARA Laurent, under the supervision of Prof Yves Doz
Link to (A) Case: The case describes how leadership unity was achieved and maintained across party lines between 1999 and 2007. It also analyzes the policy development and resource allocation processes put in place in the devolved government of Scotland, as well as a series of organizational innovations fostering resource allocation fluidity. Finally, the case describes how this more united and flexible approach to public governance made a more strategic policy process feasible.
Link to (B) Case: The case describes how effective leadership in times of a significant shift in Scotland's political landscape helped achieve organizational and cultural transformation, and move towards a more unified approach to government between 2007 and 2011. It features the change process as well as a series of action to mobilize fragmented constituencies around strategic objectives that cut across policy areas. Finally, it shows how collective commitment and belief in the change as well as shared values in the pursuit of the public interest made the process of building a more strategically agile public administration feasible.
- "Strategic Agility in Public Management", Timo Hämäläinen, Mikko Kosonen, Yves Doz, New Perspectives from INSEAD-Sitra cooperation. INSEAD Working Papers Collection. 2012, Issue 30, p1-37. 37p. Abstract: The current volatile environment and the sovereign debt crisis in Europe and the US call for a new policy approach. Traditional public sector bureaucracies and strategic planning and budgeting performed well in the more stable environment of the post-war decades. This paper explores how public administrations and governments can develop strategic agility in this new environment by fostering strategic sensitivity, resource reallocation fluidity and collective commitment among senior officials. Empirically, it draws on the experience of Finland, Scotland, and several other countries in making their governance more strategically agile.
- See OECD summary of strategic assessement workshop, on Strategique Agility for Stong Societies and Economies, 11 November 2011, Paris.
- See "OECD Public Governance reviews 2010: Finland - Working together to sustain Success"
Implication of Strategic Agility for individual behaviours and personal leadership skills:
- "The Agile Leader", Yves Doz, Mikko Kosonen and Mary Yoko Brannen, under development
Authors frame and build the discussion of the core competencies of strategic agility (strategic sensitivity, resource fluidity and leadership unity), skills and behaviors as a series of questions leaders need to ask themselves :
1. As a manager acting in context -in the organizational context of a particular company, and in the strategic context of individual strategic decisions-- how can I best contribute to strategic agility? And what demands does it put on me? What skills, personal competencies, and behaviors do I need to learn and practice, and how? And how do they fit together in a new competency profile for executives of strategically agile companies?
2. As that manager what actions can I take to cultivate the appropriate behaviors and acquire, develop and hone the needed skills?
This paper develops a leadership skills and behaviors profile for executives of strategically agile companies.
Napoléon, the Inventor of Strategic Agility ?