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Papers by Stephan A Witt
McKinsey Quarterly, 1995
Profitable, fast-growing companies like Microsoft and Home Depot are the darlings of Wall Street ... more Profitable, fast-growing companies like Microsoft and Home Depot are the darlings of Wall Street and the envy of their competitors. But what factors determine their success? And what can managers do to emulate such stellar businesses within their own organizations?
Introducing the Theron Cube - Managing incremental and explorative innovation Innovations come in... more Introducing the Theron Cube - Managing incremental and explorative innovation
Innovations come in various forms and a sheer unbelievable multitude of names. Moreover, depending on the type of innovation, different management approaches are required, the organizational setup varies and management must adapt. Nevertheless, all innovations can be explained using three simple dimensions that we call the pillars of innovation: "efficiency", "capability" and "behaviour". The pillars are applicable to demand structures at customers as well as to internal characteristics of organizations and products (whatever is sold over the counter, e.g. traditional products or services). The document explains the three dimensions and thus categorises different types of innovation in the THERON innovation Cube providing guidance how to approach resulting managerial challenges.
PROFITABLE, FAST-GROWING COMPANIES like Microsoƒt and Home Depot are the darlings of Wall Street ... more PROFITABLE, FAST-GROWING COMPANIES like Microsoƒt and Home Depot are the darlings of Wall Street and the envy of their competitors. But what factors deter-
mine their success? And what can managers do to emulate such stellar businesses within their own organizations?
To answer these questions, we screened the 9,450 publicly listed companies on the Compustat database for those that have grown dramatically over the past ten years. We also analyzed individual businesses such as Microsoƒt Windows, Medco’s pharmacy benefits management (PBM) program, Lotus Notes, Apple Newton, Hughes DirecTV, Enron Capital and Trade Resources, and Midland Bank’s First Direct.
We discovered that highly profitable fast growth is not confined to just a couple of firms. Between 1984 and 1993, 41 publicly listed companies focusing on one major line of business managed to increase their revenues and operating income by 20 percent per year. They created over 300,000 jobs and added $110 billion in market value during this period of sustained fast growth. These “tigers” are the swiƒtest, most powerful enterprises in the global marketplace.
Further development of e-mobility has been discussed frequently in politics and the media. Public... more Further development of e-mobility has been discussed frequently in politics and the media. Public discussion often tends to follow the claims of lobbyists for subsidization and public investment in the infrastructure in this context. Moreover, it only focuses on solutions for passenger cars in metropolitan areas. In this document we briefly review many of these common beliefs and trends and summarize them, thus providing a new perspective on the overall development risks and opportunities in conjunction with e-mobility.
McKinsey Quarterly, 1995
Profitable, fast-growing companies like Microsoft and Home Depot are the darlings of Wall Street ... more Profitable, fast-growing companies like Microsoft and Home Depot are the darlings of Wall Street and the envy of their competitors. But what factors determine their success? And what can managers do to emulate such stellar businesses within their own organizations?
Introducing the Theron Cube - Managing incremental and explorative innovation Innovations come in... more Introducing the Theron Cube - Managing incremental and explorative innovation
Innovations come in various forms and a sheer unbelievable multitude of names. Moreover, depending on the type of innovation, different management approaches are required, the organizational setup varies and management must adapt. Nevertheless, all innovations can be explained using three simple dimensions that we call the pillars of innovation: "efficiency", "capability" and "behaviour". The pillars are applicable to demand structures at customers as well as to internal characteristics of organizations and products (whatever is sold over the counter, e.g. traditional products or services). The document explains the three dimensions and thus categorises different types of innovation in the THERON innovation Cube providing guidance how to approach resulting managerial challenges.
PROFITABLE, FAST-GROWING COMPANIES like Microsoƒt and Home Depot are the darlings of Wall Street ... more PROFITABLE, FAST-GROWING COMPANIES like Microsoƒt and Home Depot are the darlings of Wall Street and the envy of their competitors. But what factors deter-
mine their success? And what can managers do to emulate such stellar businesses within their own organizations?
To answer these questions, we screened the 9,450 publicly listed companies on the Compustat database for those that have grown dramatically over the past ten years. We also analyzed individual businesses such as Microsoƒt Windows, Medco’s pharmacy benefits management (PBM) program, Lotus Notes, Apple Newton, Hughes DirecTV, Enron Capital and Trade Resources, and Midland Bank’s First Direct.
We discovered that highly profitable fast growth is not confined to just a couple of firms. Between 1984 and 1993, 41 publicly listed companies focusing on one major line of business managed to increase their revenues and operating income by 20 percent per year. They created over 300,000 jobs and added $110 billion in market value during this period of sustained fast growth. These “tigers” are the swiƒtest, most powerful enterprises in the global marketplace.
Further development of e-mobility has been discussed frequently in politics and the media. Public... more Further development of e-mobility has been discussed frequently in politics and the media. Public discussion often tends to follow the claims of lobbyists for subsidization and public investment in the infrastructure in this context. Moreover, it only focuses on solutions for passenger cars in metropolitan areas. In this document we briefly review many of these common beliefs and trends and summarize them, thus providing a new perspective on the overall development risks and opportunities in conjunction with e-mobility.