In this Harvard Business Review lead feature article, Bansi Nagji and Geoff Tuff of Monitor make the compelling argument that organizations should manage for "Total Innovation." A carefully balanced innovation portfolio is important for long-term, sustained growth; it helps companies outperform their competitors and potentially achieve a premium recognized by the capital markets.

There is growing interest in the role of market-based solutions in addressing the problems of poverty, through inclusive businesses that tap into the potential of the global poor as customers and suppliers—the so-called ‘fortune at the Base of the Pyramid (BoP).’ Encouraged by the growth of microfinance, many promising new models are emerging. This has elicited a rush to the new field of ‘impact investing’—producing social or environmental good as well as financial return—with hundreds of funds set up in just a few years and billions of dollars waiting to be invested.

In this recording of Monitor’s recent webcast, "Embracing Complexity: Building Innovation Capabilities for Your Organization" Monitor thought leaders discuss how to frame growth challenges holistically. They detail practical methods to develop more systematic and structured approaches to innovation. Watch this webcast to glean new insights on how to build both the robust structures and the internal systems to provide reliable, repeatable growth and innovation.

Most strategies fail in the implementation phase, and the problem can be traced to three factors: a failure of translation, a failure of adaptation, and a failure to sustain change over the long term. Amelia Dunlop, Vincent Firth, and Robert Lurie discuss key elements of a dynamic approach to strategy implementation—one that overcomes the limitations of traditional approaches—and how it has helped leading enterprises deliver more effectively on their strategic ambition in this paper from the Monitor Perspectives series.

Between 500 million and 800 million of the world’s poor now have access to finance—but only one in four have been taught how to use their access wisely and to their advantage. In this study commissioned by the Citi Foundation, Monitor’s Anamitra Deb and Mike Kubzansky survey the landscape of old and new financial education models, analyze whether they have a business case and make recommendations on a shared agenda for the field to benefit all financial inclusion stakeholders—including consumers, financial institutions, policy makers and donors, and educators.

Mining companies looking to do business in Africa should take an inclusive approach to development that addresses the needs of the relevant governments, communities in which they operate, and the companies own needs, write Andrew Lane and Riccardo Reggio in this article from the Monitor Perspectives series.

Even in an era of massive demographic changes and financial uncertainties, the twenty-first century sees Brazil poised to become a world power, Rogério Rizzi writes in an essay for the latest issue of Excelência em Gestão (Excellence in Management), the quarterly magazine published by the National Quality Foundation of Brazil.

“Effective stories that win both listeners’ hearts and minds are critical communications tools that can enable leaders to achieve difficult strategic goals,” write Doug Randall and Aaron Harms in an article in Strategy & Leadership magazine. The onus is on leaders—not their audience—to deliver a successful narrative that transfers meaning and motivation. The authors warn executives that their strategy initiatives are at risk every time the message they deliver is not convincing or clear.

Larry Keeley, an innovation expert and partner at Monitor, explains how Kodak’s famous failure to enter digital photography quickly can be a useful lesson for executives looking to innovate now. He writes that a new form of strategic thinking, convergences, “gives leaders a deeper sense of the interdependencies that connect firms, products, systems and services in new ecosystems” and reveals emerging opportunities, typically at the junction of new technologies and customer behaviors.

The global economy faces serious risks of a second “great recession” if world leaders fail to cooperate on solutions to prevent “near-term economic divisions to devolve into deeper-seated geopolitical divisions,” write Peter Schwartz, Jonathan Star, and Nikhil Prasad Ojha in The Times of India newspaper. In this piece that demonstrates scenario thinking, the authors project the global economy is likely to go through a near-term period of low growth. The long-term prognosis then depends on the actions—or failures—of leaders to respond.