The present state of security can be summed up by two words: unpredictable instability. The operating environment – and security situations – are changing quickly and often involve unexpected incidents. In addition to analyzing the current situation, security experts should increasingly ask, ”What will happen next? How well are we prepared to address even the most unlikely turn of events?”
Best known in business for his work as the Director of Stockmann Retail and member of Stockmann Group Management team, Jouko Pitkänen is the man who put the company’s new strategy into action and launched a 50-million-euro savings program. Stockmann has undoubtedly played a prominent part in Pitkänen’s life, and yet it is just one phase: he also has a notable past in dance sports, a new career in talent identification – and in a few years, he will also have a doctoral DBA-degree from Aalto EE.
The investment in employees is generally substantial, but how many companies really know what they get in return, says Aino Tenhiälä, Postdoctoral Researcher at Aalto University School of Science.
“In many companies, pricing is an area where the level of sophistication does not match the importance of the topic,” says Marco Bertini, Associate Professor and Head of the marketing department at ESADE.
Dr. Adam Gordon writes about strategic foresight and how to do it. There is a whole toolbox of qualitative foresight tools, that range from horizon scanning to systems dynamics to scenario planning, among various options.
Big data was supposed to be the “new oil” and the smartest thing businesses can have. But researchers claim data is not of much help if you don’t know how to use it. Journalist Ville Blåfield examines what type of cultural shift it would take to be smartly data-driven.
You get what you measure, as the old adage says. "Linking strategy to indicators is not as simple as it looks," says Professor Teemu Malmi, Aalto University.
Professor Kristiina Mäkelä from Aalto University School of Business gives us her take on managing human resources strategically, outlining the three basic things every organisation should consider while building HR practices and managing human resources.
Too few companies pay enough attention to allocating effectively the internal talent they have. This is true even in the cases where considerable time is spent identifying and recruiting high potential people and the value of talented people is understood within the organization.
The competence of a corporate board can be assessed and developed just like that of operational management. All self-assessment requires from the chair and board members is an open attitude and self-initiative to update skills. Professor Seppo Ikäheimo was interviewed for the article.