ABOUT THE SPEAKER
Knut Haanaes - Strategist
Knut Haanaes believes that the secret to creating lasting, impactful companies is to find a balance between doing what you're good at and looking for new challenges to take on.

Why you should listen

What strategy traps repeatedly entice well-meaning companies? Sweet words that lure with a sense of promise and growth, but ultimately fail to deliver again and again? How do we balance exploration and exploitation without falling fully into either ditch?

Knut Haanaes is Dean of the Global Leadership Institute at the World Economic Forum and professor of strategy and international management at IMD, formerly senior partner and global leader of BCG's strategy practice. Through his work with clients, Haanaes has accumulated extensive experience in a number of industries on issues of strategy. He holds a Master's Degree in Economics from the Norwegian School of Economics, a PhD in Strategy from the Copenhagen Business School and has been a visiting scholar at Scancor, Stanford University.

In 2015, together with Martin Reeves and Janmejaya Sinha from BCG, Haanaes published the book Your Strategy Needs a Strategy. The book has been translated into a number of languages.

More profile about the speaker
Knut Haanaes | Speaker | TED.com
TED@BCG London

Knut Haanaes: Two reasons companies fail -- and how to avoid them

克努‧哈恩奈斯: 公司失敗的兩個原因——要如何避免

Filmed:
2,083,658 views

有效經營和重新改造公司,兩者有可能同時發生嗎?生意策略家克努特‧哈恩奈斯,大型公司在成功以後的創新能力是一項指標。他分享了他的看法,讓我們了解公司要如何在已知的完美技術及探索全新的想法之間取得平衡,並教我們如何避免這兩個主要的策略陷阱。
- Strategist
Knut Haanaes believes that the secret to creating lasting, impactful companies is to find a balance between doing what you're good at and looking for new challenges to take on. Full bio

Double-click the English transcript below to play the video.

00:13
Here are two reasons原因 companies公司 fail失敗:
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公司失敗有兩個原因:
00:17
they only do more of the same相同,
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他們老做同樣的事情
00:20
or they only do what's new.
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或者他們只做最新的事情。
00:23
To me the real真實, real真實
solution to quality質量 growth發展
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對我來說,真正高品質的企業成長方案
00:28
is figuring盤算 out the balance平衡
between之間 two activities活動:
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是找出以下兩種活動之間的平衡:
00:32
exploration勘探 and exploitation開發.
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探索與開發。
00:35
Both are necessary必要,
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這兩者都是必要的,
00:36
but it can be too much of a good thing.
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但太多又不一定是好事。
00:41
Consider考慮 Facit法西特.
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想想辦公室產品
製造商 Facit 公司,
00:43
I'm actually其實 old enough足夠 to remember記得 them.
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其實我算老了,所以還記得他們。
00:45
Facit法西特 was a fantastic奇妙 company公司.
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Facit 是一間很棒的公司。
00:47
They were born天生 deep in the Swedish瑞典 forest森林,
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他們在瑞典的森林深處誕生,
00:50
and they made製作 the best最好
mechanical機械 calculators計算器 in the world世界.
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他們曾生產全世界
最好的機械式計算機。
00:54
Everybody每個人 used them.
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大家都用他們的計算機。
00:56
And what did Facit法西特 do when
the electronic電子 calculator計算器 came來了 along沿?
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但當電子式計算機來臨時,
Facit 做了什麼改變?
01:01
They continued繼續 doing exactly究竟 the same相同.
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他們繼續做一樣的事。
01:04
In six months個月, they went
from maximum最大值 revenue收入 ...
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在半年內,他們從
最高營業額一路下滑,
01:08
and they were gone走了.
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直到公司倒了。
01:10
Gone.
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消失了。
01:11
To me, the irony諷刺 about the Facit法西特 story故事
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對我來說,Facit 故事最諷刺的
01:15
is hearing聽力 about the Facit法西特 engineers工程師,
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是聽說 Facit 工程師
01:19
who had bought cheap低廉, small
electronic電子 calculators計算器 in Japan日本
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在日本買便宜的小型電子計算機
01:24
that they used to double-check再檢查一遍
their calculators計算器.
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來驗算他們自己的計算機。
01:27
(Laughter笑聲)
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(笑聲)
01:29
Facit法西特 did too much exploitation開發.
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Facit 太注重產品開發了。
01:32
But exploration勘探 can go wild野生, too.
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但探索過多偶爾也會失控。
01:34
A few少數 years年份 back,
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幾年前,
01:36
I worked工作 closely密切 alongside並肩
a European歐洲的 biotech生物技術 company公司.
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我與一家歐洲的生物科技公司合作。
01:40
Let's call them OncoSearchOncoSearch.
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讓我們暫且稱呼它為 OncoSearch 吧。
01:42
The company公司 was brilliant輝煌.
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這家公司非常卓越。
01:44
They had applications應用 that promised許諾
to diagnose診斷, even cure治愈,
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他們有保證能診斷出、甚至治療好
01:49
certain某些 forms形式 of blood血液 cancer癌症.
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幾種血癌的方法。
01:52
Every一切 day was about
creating創建 something new.
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他們每天都在創造新的東西,
01:55
They were extremely非常 innovative創新,
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相當有創新的能力。
01:58
and the mantra口頭禪 was,
"When we only get it right,"
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公司的宗旨是:
「我們不只要把事情做對,
02:01
or even, "We want it perfect完善."
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我們甚至要做到完美。」
02:04
The sad傷心 thing is,
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然而不幸的是,
02:06
before they became成為 perfect完善 --
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在他們成為完美之前──
02:08
even good enough足夠 --
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甚至還不算好時──
02:10
they became成為 obsolete過時的.
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他們已經被淘汰了。
02:13
OncoSearchOncoSearch did too much exploration勘探.
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OncoSearch 太過於注重探索了。
02:17
I first heard聽說 about exploration勘探
and exploitation開發 about 15 years年份 ago,
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我第一次聽到「探索」和「開發」
這兩種不同的概念,
是在大概15年前,我在史丹佛大學
擔任客座學者時。
02:23
when I worked工作 as a visiting訪問
scholar學者 at Stanford斯坦福 University大學.
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02:27
The founder創辦人 of the idea理念 is Jim吉姆 March遊行.
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吉姆.瑪馳首先提出了這個想法。
02:30
And to me the power功率 of the idea理念
is its practicality實際性.
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對我來說,這個想法
最厲害的地方是,它相當實用。
02:35
Exploration勘探.
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探索。
02:36
Exploration勘探 is about
coming未來 up with what's new.
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探索是一個想出新東西的過程。
02:40
It's about search搜索,
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它和搜索有關,
02:42
it's about discovery發現,
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和發現有關,
02:43
it's about new products製品,
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和新產品有關,
02:45
it's about new innovations創新.
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和新發明有關,
02:47
It's about changing改變 our frontiers前沿.
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和改變我們所知的領域有關。
02:51
Our heroes英雄 are people
who have doneDONE exploration勘探:
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我們的英雄都是那些探索:
02:54
Madame夫人 Curie居里,
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居禮夫人、
02:56
Picasso畢加索,
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畢卡索、
02:57
Neil尼爾 Armstrong阿姆斯特朗,
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尼爾.阿姆斯壯、
02:58
Sir先生 Edmund埃德蒙 Hillary希拉里, etc等等.
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艾德蒙.希拉里爵士等等。
03:01
I come from Norway挪威;
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我來自挪威;
03:03
all our heroes英雄 are explorers探險,
and they deserve值得 to be.
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我們所有的英雄都是探索者,
而且他們夠資格被稱為探索者。
03:09
We all know that exploration勘探 is risky有風險.
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我們都知道探索是存在風險的。
03:12
We don't know the answers答案,
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我們不知道答案,
03:14
we don't know if we're going to find them,
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我們不清楚是否可以找到答案,
03:16
and we know that the risks風險 are high.
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所以我們知道風險很大。
03:18
Exploitation開發 is the opposite對面.
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開發則正好相反,
03:20
Exploitation開發 is taking服用
the knowledge知識 we have
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開發是利用我們現有的知識
03:23
and making製造 good, better.
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然後把東西變得更好。
03:26
Exploitation開發 is about making製造
our trains火車 run on time.
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開發就像如何讓火車準點出發,
03:29
It's about making製造 good products製品
faster更快 and cheaper便宜.
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或是產出更快、更便宜的優良產品。
03:34
Exploitation開發 is not risky有風險 --
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短時間內,開發的風險並不大,
03:37
in the short term術語.
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03:39
But if we only exploit利用,
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但是如果我們只著重在開發,
03:41
it's very risky有風險 in the long term術語.
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長期來說風險就很大了。
03:44
And I think we all have memories回憶
of the famous著名 pop流行的 groups
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我想我們都認識一些知名流行樂團,
03:48
who keep singing唱歌 the same相同 songs歌曲
again and again,
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他們一直唱著一樣的歌,
周而復始地唱,
03:51
until直到 they become成為 obsolete過時的
or even pathetic可憐.
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直到他們過時甚至有點悲慘為止。
03:56
That's the risk風險 of exploitation開發.
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這就是過度開發的風險。
04:00
So if we take a long-term長期
perspective透視, we explore探索.
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所以,以長遠的角度來看,
我們要探索,
04:05
If we take a short-term短期
perspective透視, we exploit利用.
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以短時間而言,我們要開發。
04:09
Small children孩子, they explore探索 all day.
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小孩天天都在探索新的事物,
04:12
All day it's about exploration勘探.
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整天都在探索,
04:15
As we grow增長 older舊的,
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而當我們漸漸長大,
04:16
we explore探索 less because we have
more knowledge知識 to exploit利用 on.
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學到了更多開發的知識,
就越來越少探索了。
04:21
The same相同 goes for companies公司.
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對於公司來說也一樣。
04:24
Companies公司 become成為,
by nature性質, less innovative創新
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當公司變得越來越有競爭力時,
04:28
as they become成為 more competent勝任.
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自然就會減少了探索。
04:31
And this is, of course課程,
a big worry擔心 to CEOs老總.
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當然,這對執行長來說
是令他們相當擔心的事情。
04:35
And I hear very often經常 questions問題
phrased措辭 in different不同 ways方法.
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我常常聽到各式各樣的類似問題。
04:39
For example,
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舉個例子,
04:41
"How can I both effectively有效 run
and reinvent重塑 my company公司?"
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「我要如何同時有效地經營
並重新改造我的公司?」
04:46
Or, "How can I make sure
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或者,「我怎樣才能確保
04:48
that our company公司 changes變化
before we become成為 obsolete過時的
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我的公司在被淘汰或危機來臨之前,
已做好了改變呢?」
04:52
or are hit擊中 by a crisis危機?"
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所以,做好其中一項已經很困難了,
04:55
So, doing one well is difficult.
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04:58
Doing both well as the same相同 time is art藝術 --
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要同時推動探索和開發,
並把兩項都做好根本就是一門藝術。
05:01
pushing推動 both exploration勘探 and exploitation開發.
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05:05
So one thing we've我們已經 found發現
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我們觀察到,
05:06
is only about two percent百分 of companies公司
are able能夠 to effectively有效 explore探索
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大約只有 2% 的公司,
有能力同時進行有效的探索和開發。
05:13
and exploit利用 at the same相同 time, in parallel平行.
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但他們一旦達到,
05:17
But when they do,
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就可以收到豐厚的回報。
05:19
the payoffs收益 are huge巨大.
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05:22
So we have lots of great examples例子.
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我們有很多這樣的例子。
05:24
We have Nestl雀巢é creating創建 Nespresso奈斯派索,
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例如雀巢公司創造了
Nespresso 膠囊咖啡機,
05:27
we have Lego樂高玩具 going into animated動畫 films影片,
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樂高公司進入動畫電影領域,
05:30
Toyota豐田 creating創建 the hybrids混合動力車,
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豐田公司生產油電混合車,
05:32
Unilever聯合利華 pushing推動 into sustainability可持續性 --
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聯合利華推動永續生活計劃,
05:35
there are lots of examples例子,
and the benefits好處 are huge巨大.
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這樣的例子還有很多,
也都帶來很大的利益。
05:39
Why is balancing平衡 so difficult?
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但為什麼兩者之間的平衡這麼困難呢?
05:42
I think it's difficult
because there are so many許多 traps陷阱
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我認為原因是有很多陷阱,
05:45
that keep us where we are.
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讓我們一直故步自封。
05:47
So I'll talk about two,
but there are many許多.
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我們等等會談到其中兩個,
但其實還有很多。
05:51
So let's talk about
the perpetual永動的 search搜索 trap陷阱.
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所以,讓我們來談談
「不斷搜索」這個陷阱。
05:54
We discover發現 something,
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我們發現了新東西,
05:56
but we don't have the patience忍耐
or the persistence堅持
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但我們沒有足夠的耐心或者毅力
05:59
to get at it and make it work.
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去把事情做好、做對。
06:01
So instead代替 of staying with it,
we create創建 something new.
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於是我們又去創造新東西,
而不是去深入研究它。
06:04
But the same相同 goes for that,
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但周而復始,又做一樣的事情,
06:06
then we're in the vicious惡毒 circle
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然後陷入一種
06:07
of actually其實 coming未來 up with ideas思路
but being存在 frustrated受挫.
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「一直有新發現,卻很無力」
的惡性循環中。
06:12
OncoSearchOncoSearch was a good example.
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OncoSearch 就是個很好的例子。
06:14
A famous著名 example is, of course課程, Xerox複印.
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另一個很有名的例子,
當然,就是全錄公司了。
06:18
But we don't only see this in companies公司.
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但是這現象不只出現在公司裡。
06:20
We see this in the public上市 sector扇形 as well.
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我們在公眾領域上也看到同樣的狀況。
06:23
We all know that any kind
of effective有效 reform改革 of education教育,
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我們都知道,任何有效的改革方式,
無論在教育、研究、
醫療照顧、甚至國防上
06:29
research研究, health健康 care關心, even defense防禦,
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06:31
takes 10, 15, maybe 20 years年份 to work.
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都至少要10~15,甚至20年才能奏效。
06:35
But still, we change更改 much more often經常.
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但儘管如此,我們還是一變再變。
06:39
We really don't give them the chance機會.
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我們並沒有真正給它們機會。
06:42
Another另一個 trap陷阱 is the success成功 trap陷阱.
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另外一個陷阱是「成功的陷阱」。
06:46
Facit法西特 fell下跌 into the success成功 trap陷阱.
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Facit 公司掉入了成功的陷阱,
06:50
They literally按照字面 held保持
the future未來 in their hands,
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他們明明已經掌握了未來,卻看不到。
06:53
but they couldn't不能 see it.
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06:54
They were simply只是 so good
at making製造 what they loved喜愛 doing,
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他們對喜歡做的事情相當在行,
06:58
that they wouldn't不會 change更改.
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所以不願意改變。
07:01
We are like that, too.
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我們也是這樣,
07:02
When we know something well,
it's difficult to change更改.
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當我們對一件事相當在行時,
想改變就變困難了。
07:06
Bill法案 Gates蓋茨 has said:
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比爾蓋茲曾經說過:
07:09
"Success成功 is a lousy糟糕 teacher老師.
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「成功是個差勁的老師,
07:12
It seduces生情愫 us into thinking思維
we cannot不能 fail失敗."
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它誘使我們認為,我們不能失敗。」
07:16
That's the challenge挑戰 with success成功.
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這就是成功帶來的挑戰。
07:19
So I think there are some lessons教訓,
and I think they apply應用 to us.
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所以我認為這其中有許多課題
可以讓我們學習
07:23
And they apply應用 to our companies公司.
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並運用在公司上。
07:25
The first lesson is:
get ahead of the crisis危機.
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第一課是:在危機到來前,
先做好打算。
07:29
And any company公司 that's able能夠 to innovate創新
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公司如果有能力創新
07:32
is actually其實 able能夠 to also buy購買
an insurance保險 in the future未來.
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其實就等於有能力幫自己的未來買保險。
07:36
NetflixNetflix公司 -- they could so easily容易
have been content內容
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Netflix 本可輕易滿足於
早期的通路經銷,
07:39
with earlier generations of distribution分配,
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但他們總是──我想未來也會是──
07:42
but they always -- and I think
they will always --
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不斷地接受挑戰。
07:45
keep pushing推動 for the next下一個 battle戰鬥.
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07:47
I see other companies公司 that say,
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我聽到一些其他公司說:
07:49
"I'll win贏得 the next下一個 innovation革新 cycle週期,
whatever隨你 it takes."
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「我將不計代價,
在下個週期的創新中贏得勝利」。
07:55
Second第二 one: think in multiple time scales.
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第二課:思考不同的時程表,
07:58
I'll share分享 a chart圖表 with you,
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我想分享一張圖表給各位,
08:00
and I think it's a wonderful精彩 one.
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我覺得這張圖表很棒。
08:02
Any company公司 we look at,
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任何一家我們關注的公司,
08:04
taking服用 a one-year一年 perspective透視
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從一年的角度
08:06
and looking at the valuation計價
of the company公司,
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來評估公司價值時,
08:08
innovation革新 typically一般 accounts賬戶
for only about 30 percent百分.
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創新能力通常只佔 30%,
08:12
So when we think one year,
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所以當我們只注重
「一個年度表現」的時候,
08:13
innovation革新 isn't really that important重要.
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創新並不那麼重要。
08:16
Move移動 ahead, take a 10-year-年 perspective透視
on the same相同 company公司 --
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接著看,同樣的公司,
拉長到「十年」來看,
08:20
suddenly突然, innovation革新 and ability能力
to renew更新 account帳戶 for 70 percent百分.
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突然間,創新和改革能力就占了 70%。
08:26
But companies公司 can't choose選擇.
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但公司別無選擇,
08:27
They need to fund基金 the journey旅程
and lead the long term術語.
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他們必須投資在這趟旅程中,
才能長期領先。
08:32
Third第三:
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第三課:
08:34
invite邀請 talent天賦.
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招募人才。
08:35
I don't think it's possible可能 for any of us
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我不認為
我們之中任何一個人可以獨自
在探索和開發之間尋找到平衡。
08:38
to be able能夠 to balance平衡 exploration勘探
and exploitation開發 by ourselves我們自己.
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08:43
I think it's a team球隊 sport運動.
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我認為這是一項團隊運動,
08:44
I think we need to allow允許 challenging具有挑戰性的.
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我認為我們必須允許挑戰的到來。
08:48
I think the mark標記 of a great company公司
is being存在 open打開 to be challenged挑戰,
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我認為願意接受挑戰
就是一間卓越公司的標誌。
08:53
and the mark標記 of a good corporate企業 board
is to constructively建設性 challenge挑戰.
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而能夠提出建設性的挑戰,
則是優秀董事會成員的標誌。
08:58
I think that's also what
good parenting育兒 is about.
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我認為就像好的父母親
該有的標準一樣。
09:02
Last one: be skeptical懷疑的 of success成功.
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最後一課:對成功心存懷疑。
09:06
Maybe it's useful有用 to think back
at the old triumph勝利 marches遊行 in Rome羅馬,
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回想古羅馬時代的勝利遊行也許有用,
09:12
when the generals將軍, after a big victory勝利,
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當將軍取得一場大勝,
09:16
were given特定 their celebration慶典.
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準備接受慶祝時,
09:18
Riding騎術 into Rome羅馬 on the carriage運輸,
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他們坐在馬車上準備進入羅馬,
09:21
they always had a companion伴侶
whispering耳語 in their ear,
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身邊總會有人在耳邊小聲提醒他們:
09:25
"Remember記得, you're only human人的."
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「別忘了,你只是個平常人而已。」
09:29
So I hope希望 I made製作 the point:
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所以我希望我有說到重點:
09:32
balancing平衡 exploration勘探 and exploitation開發
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取得探索和開發之間的平衡
09:35
has a huge巨大 payoff付清.
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會為你帶來巨大的回報。
09:37
But it's difficult,
and we need to be conscious意識.
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但我們也要了解這個過程並不容易。
09:40
I want to just point out two questions問題
that I think are useful有用.
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我想提出兩個我認為很有用的問題,
09:45
First question is,
looking at your own擁有 company公司:
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第一個問題是:看看你自己的公司。
09:49
In which哪一個 areas do you see
that the company公司 is at the risk風險
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在哪些方面你覺得公司可能有風險
09:53
of falling落下 into success成功 traps陷阱,
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會掉入「滿足於既有成功」的陷阱裡,
09:56
of just going on autopilot自動駕駛儀?
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或者讓公司就這樣自然前進?
09:59
And what can you do to challenge挑戰?
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你又可以做些什麼來挑戰這一切?
10:03
Second第二 question is:
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第二個問題是:
10:06
When did I explore探索 something new last,
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我上次探索新事物時,
10:09
and what kind of effect影響 did it have on me?
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我得到了什麽啟發?
10:12
Is that something I should do more of?
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這是我該更加努力的事嗎?
10:15
In my case案件, yes.
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對我來說,答案是肯定的。
10:18
So let me leave離開 you with this.
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最後我想提醒各位,
10:20
Whether是否 you're an explorer探險者 by nature性質
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無論你生來就是一位探索者,
10:23
or whether是否 you tend趨向 to exploit利用
what you already已經 know,
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還是傾向於專心開發
你所知道的事情,
10:27
don't forget忘記: the beauty美女
is in the balance平衡.
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別忘了:美麗就在平衡中。
謝謝各位。
10:33
Thank you.
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10:34
(Applause掌聲)
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(掌聲)
Translated by Yi-Fan Yu
Reviewed by Allen Kuo

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ABOUT THE SPEAKER
Knut Haanaes - Strategist
Knut Haanaes believes that the secret to creating lasting, impactful companies is to find a balance between doing what you're good at and looking for new challenges to take on.

Why you should listen

What strategy traps repeatedly entice well-meaning companies? Sweet words that lure with a sense of promise and growth, but ultimately fail to deliver again and again? How do we balance exploration and exploitation without falling fully into either ditch?

Knut Haanaes is Dean of the Global Leadership Institute at the World Economic Forum and professor of strategy and international management at IMD, formerly senior partner and global leader of BCG's strategy practice. Through his work with clients, Haanaes has accumulated extensive experience in a number of industries on issues of strategy. He holds a Master's Degree in Economics from the Norwegian School of Economics, a PhD in Strategy from the Copenhagen Business School and has been a visiting scholar at Scancor, Stanford University.

In 2015, together with Martin Reeves and Janmejaya Sinha from BCG, Haanaes published the book Your Strategy Needs a Strategy. The book has been translated into a number of languages.

More profile about the speaker
Knut Haanaes | Speaker | TED.com

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