Lecture date: April 10-11, 2017
Tentative lecture topic
Structured Value-Creation through Innovation Strategies
Professor William Barnett is a chaired professor of leadership and strategy at Stanford University. He received his PhD in Strategy from University of California, Berkeley. He is on editorial boards of academic journal Industrial and Corporate Change and world renowned practitioners’ journal California Management Review. He also held editorial roles at Management Science, Strategic Management Journal, Academy of Management Review, and Administrative Science Quarterly. He is a Senior Fellow at Woods Institute for the Environment at Stanford, Director of the Center for Global Business and the Economy, Director of the Business Strategies for Environmental Sustainability Executive Program, and Director of the Executive Program in Strategy and Organization at Stanford University.
In research he focuses on studying competition among organizations and how organizations and industries evolve over time. He has studied how strategic differences and strategic change among organizations affect their growth, performance, and survival. He has consulted numerous companies and is currently member of the board of iloop mobile company. He is highly recognized for his work on leadership and the idea of the red queen competition which explains competitive evolving dynamics.
Visit prof. Barnett’s blog at: barnetttalks.blogspot.com
Lecture focuses on understanding the role of a leader as an industry progresses from its creation through growth to maturity, and strategies companies can implement to strengthen and/or change their competitive position in a dynamic game of innovation and imitation. Prof. Barnett will discuss (a) how companies can purchase innovations, and the boundary conditions of these strategies for smaller companies (from global perspective); and (b) how companies should create value by ensuring product-market fit in case of radical innovations where markets do not exists. While purchasing of innovation is a short-term strategy that can ensure survival, continuous building of innovation capabilities is paramount for long-term company success. Such strategy implies strategic management of calculated risks that help a company learn through failure to deliver local/regional/global unicorn innovations. Lecture will discuss opportunities to pursue strategy in innovation, where planning is inherently difficult, and strategy “cannot work”.