Vlerick Expertise in Strategy

New evolutions in the field of customer expectations, regulation, technology, and globalisation force organisations to rethink the way in which they set up strategic collaborations with partners. Diverse stakeholders increasingly join forces in more organic and evolving ecosystems to develop and/or offer products or services via collaboration as well as via competition. How can your organisation benefit from ecosystem thinking? And how to structure such collaboration? Read all about it in this white paper.

This research report together with PwC Belgium offers a new perspective on strategy-making in times of digitisation. By presenting concrete practices, it provides actionable insights that companies across industries can implement to devise and implement winning strategies in turbulence. Overall, we hope these insights will positively contribute to firms’ strategic transformations in these challenging times.

There is an ongoing debate in academia about whether family firms are more socially responsible than others. So far, research has not been conclusive. In order to further the discussion, professor Kerstin Fehre, together with a colleague from the Institute of Management at the Karlsruhe Institute of Technology, rephrased the question: “Does the management of family firms pay more attention to corporate social responsibility (CSR)?”

Senior managers expect more strategic leadership and process leadership from middle managers to be able to maintain and enhance performance amidst rapid, frequent and unpredictable change. That is the conclusion of professors Katleen De Stobbeleir, Carine Peeters and Steve Muylle, together with researcher Matthias Pfisterer based on recent research about leadership behaviours that contribute to organisations’ adaptiveness. The study was conducted within the Centre for Excellence in Leading Adaptive Organisations.

In this Vlerick Book Podcast series, Professor Kurt Verweire was invited to the Vlerick library to talk about his favourite (strategy) management books.

In the past, strategy was simple. You could identify a profitable industry, build a competitive advantage and then protect that advantage at all costs. But in today’s complex and turbulent world, traditional models don’t always apply. Rather than focus on building a sustainable advantage, today’s organisations need to be flexible and agile – ready to move rapidly from one advantage to the next. They need to experiment and innovate. And managers who want to build a sound business strategy need to think in the present, the near future and the further-away future – all at the same time.

“Change or die” is an often-heard battle cry in this age of digitisation and disruption. Ever more digital technologies are being developed and put onto the market. What strategy will you follow? Which business model will you adopt? How entrepreneurs and managers interpret this constantly changing digital environment determines their strategic choices. Caroline Baert’s doctoral thesis fills an important gap in strategic management research.

Enedis, a subsidiary of EDF, is in charge of the last mile in the delivery of electricity to most of France. This case study follows the start and development of Enedis' digital transformation, with the ambition to be at the forefront of the energy sector in the digital age.

The BeLux market for outsourcing still has significant growth potential as companies continue to outsource more. The main drivers for outsourcing are a stronger focus on the core business and cost reduction, while business transformation has increased by 8% from 2016. Almost 83% of organisations that currently use automation, robotics and AI have experienced moderate/significant benefits of these technologies, and client satisfaction remains high with an average satisfaction score of 74% across all providers assessed.

Some see office politics as a necessary evil; some welcome the opportunity to show their political skills. Others simply refuse to play ‘the game’. But it’s not a winning or losing game. Being politically savvy doesn’t mean that you win at the expense of someone else. It’s not about being false or self-centred either. Or playing favourites, let alone back-stabbing. On the contrary: we argue that remaining authentic is of vital importance.