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This Guest Editor's Perspective discusses strategic storytelling and the role it can play in business

Sustainability is high on the strategic agenda and is here to stay. While some companies have been sustainable since inception, others are repositioning themselves to be associated with sustainability values. In both situations, communicating about sustainability is key but requires delicate handling to avoid misleading perceptions. Authenticity and emotions are therefore key dimensions of sustainability communication, which match with strategic storytelling elements. Storytelling is discussed in this article as a powerful mechanism to bring about the desired change in individuals, communities, organizations, and society. Drawing from the literature on storytelling, we present, discuss, and illustrate a framework with four strategic elements for companies that want to be successful with sustainability storytelling, which we refer to as the 4 A's: Aim (the "why" of the story), Actors (actively engaging stakeholders and associating with partners), Aspiration (using an aspirational context), and Action (using the right media to bring your story to life). We also emphasize that a holistic approach is key to doing sustainability storytelling the right way. We conclude with general recommendations that managers must consider when conducting sustainability storytelling.

Are you involved in a new venture but just can't find the right name? Are you part of an organization that has outgrown its name, perhaps because of geographic/product expansion or societal changes? Or worse, does your organization need to shed its name owing to scandal or unfortunate family association? While many entrepreneurs and managers understand intuitively that names are imbued with meaning and that this meaning helps convey a company's identity and tell its story, they may not know what makes a great name. Even though choosing a name marks a universal rite of passage for an organization and a key strategic decision, there is surprisingly little practical, accessible, and consolidated guidance available to those in search of the "perfect" name. So, how can organizations improve their chances of crafting an outstanding name? We extract research-driven insights from a variety of disciplines to describe, examine, and evaluate five principal naming strategies. As such, we explore the effectiveness of organization names that are affiliated with the organization's signature product/service, family, or geography, as well as those adopting humor or pursuing novelty via portmanteaus. We also offer recommendations for maximizing the cognitive fluency and emotional resonance of potential names.

In Case (A), ZUIG attempted to acquire a controlling stake in Zhenxing Biochem through a tender offer but faced opposition from both its board of directors and its largest stakeholder, Zhenxing Group. The opposition parties used various tactics to fend off the tender offer, such as halting trading, filing real-name reports, and pursuing lawsuits. Zhenxing Group even transferred all of its shares to its white knights, KAISA Group Holdings Ltd. (KAISA) and Cinda Securities Shenzhen Office (Cinda Securities), but its efforts proved unsuccessful. Ultimately, ZUIG replaced Zhenxing Group as the largest shareholder in Zhenxing Biochem. In Case (B), a fierce battle broke out between ZUIG and KAISA for control of Zhenxing Biochem after the successful tender offer. Eventually, an agreement was reached, and ZUIG gained control of the company. Under ZUIG's governance, Zhenxing Biochem embarked on a new phase of development through strategic partnerships, asset restructuring, and other initiatives. This case study provides a comprehensive overview of the target company's development before the tender offer, the complex tender offer and anti-takeover measures, and the challenging integration process that followed. The entire process was characterized by ups and downs, making it a classic example of a hostile takeover that provides valuable lessons for all market participants.

Supplement to ZUIG's Tender Offer Takeover of Zhenxing Biochem (A): Barbarians at the Gate. In Case (B), a fierce battle broke out between ZUIG and KAISA for control of Zhenxing Biochem after the successful tender offer. Eventually, an agreement was reached, and ZUIG gained control of the company. Under ZUIG's governance, Zhenxing Biochem embarked on a new phase of development through strategic partnerships, asset restructuring, and other initiatives. This case study provides a comprehensive overview of the target company's development before the tender offer, the complex tender offer and anti-takeover measures, and the challenging integration process that followed. The entire process was characterized by ups and downs, making it a classic example of a hostile takeover that provides valuable lessons for all market participants.

Case A explores Goldman's corporate strategy and growth, charting its history from when Marcus Goldman moved to the US and launched a commercial paper business in 1869. It follows the firm's expansion in terms of its products/services, and its growth via acquisitions and alliances. Throughout the 20th century it built a reputation for innovation as a leader in M&A advisory, but remained firmly focused on investment and wholesale banking (the B2B side). Subsequently, in the aftermath of the 2008 financial crisis and a period of underperforming on the stock market, Goldman pivoted to retail banking in search of new growth and more stable sources of income. How effective its strategy would be remained to be seen. Case B explores how Goldman Sachs built the capabilities to enter consumer finance - a whole new market. Whereas others entered the market through acquisitions, alliances, or internal development, Goldman began by recruiting talent and gradually building a consumer business internally, then adding a combination of bolt-on acquisitions, partnerships, and further internal initiatives. The case ends in 2022 with the question: Did Goldman Sachs choose the right strategy?

Case A explores Goldman's corporate strategy and growth, charting its history from when Marcus Goldman moved to the US and launched a commercial paper business in 1869. It follows the firm's expansion in terms of its products/services, and its growth via acquisitions and alliances. Throughout the 20th century it built a reputation for innovation as a leader in M&A advisory, but remained firmly focused on investment and wholesale banking (the B2B side). Subsequently, in the aftermath of the 2008 financial crisis and a period of underperforming on the stock market, Goldman pivoted to retail banking in search of new growth and more stable sources of income. How effective its strategy would be remained to be seen. Case B explores how Goldman Sachs built the capabilities to enter consumer finance - a whole new market. Whereas others entered the market through acquisitions, alliances, or internal development, Goldman began by recruiting talent and gradually building a consumer business internally, then adding a combination of bolt-on acquisitions, partnerships, and further internal initiatives. The case ends in 2022 with the question: Did Goldman Sachs choose the right strategy?

Digital platforms have completely reshaped everyday life in the modern world; nevertheless, innovation leaders do not always understand the importance of the digital platform impact or how to use platform-based business models to create value for all businesses, not just digital services and startups. This text provides a framework as well as practical tools to effectively utilize digial transformation in any and all organizations. Platform ecosystems are complicated, but this book will help those interested in the platform world to become platform thinkers-those who are able to put platform-based mechanisms at the center of digital business transformations-by training them to read the platform world around them and then guiding them in writing new platform models. Chapter 1 introduces the idea of platforms and outlines how they have changed daily life. Dozens of regular tasks depend on platforms today-listening to music, driving to a new location, and ordering food, to name a few. While the vast majority of people use these platforms on an everyday basis, they probably do not fully understand them; likewise, managers do not tend to go beyond the surface of platforms. Platforms are not solely another business model. They can enable technological and nontechnological innovation. Platforms are also not just for startups; established companies can become platform thinkers and further their innovation. Multiple real-world examples are offered throughout the chapter.

Digital platforms have completely reshaped everyday life in the modern world; nevertheless, innovation leaders do not always understand the importance of the digital platform impact or how to use platform-based business models to create value for all businesses, not just digital services and startups. This text provides a framework as well as practical tools to effectively utilize digial transformation in any and all organizations. Platform ecosystems are complicated, but this book will help those interested in the platform world to become platform thinkers-those who are able to put platform-based mechanisms at the center of digital business transformations-by training them to read the platform world around them and then guiding them in writing new platform models. Chapter 2 provides a brief summary of how the concept of platforms came about in the innovation conversation. Two types of platforms are the roots of the platform field: product platforms and innovation platforms. Multiple cases are offered as examples of these platform types-for instance, the Sony Walkman as a product platform and Microsoft Windows as an innovation platform. The chapter then builds on the idea of multisided platforms by discussing transactional, orthogonal, and hybrid platforms. Transactional platforms include groups of customers that are directly linked and value that is agreed upon by the involved groups, such as credit cards. Orthogonal platforms deal with sales of two different services to two different groups who do not directly interact, and hybrid platforms are those that integrate multiple types of platforms.

Digital platforms have completely reshaped everyday life in the modern world; nevertheless, innovation leaders do not always understand the importance of the digital platform impact or how to use platform-based business models to create value for all businesses, not just digital services and startups. This text provides a framework as well as practical tools to effectively utilize digial transformation in any and all organizations. Platform ecosystems are complicated, but this book will help those interested in the platform world to become platform thinkers-those who are able to put platform-based mechanisms at the center of digital business transformations-by training them to read the platform world around them and then guiding them in writing new platform models. Chapter 3 focuses on transactional platforms and the peculiarities they have in their design phase. Value drivers are discussed and how they impact the relevance of platform providers' work. Early obstacles, such as the launching phase and pricing dynamics, need to be overcome for the platform to be successful; the chicken-and-egg problem is discussed in depth along with tips on how to address it. Strategies to help platforms grow and prosper are offered, including strategies to allow two-sided, transactional platforms to evolve through introducing new transaction lines. For example, businesses could let the two sides interact in new ways or introduce new supply sides.

Digital platforms have completely reshaped everyday life in the modern world; nevertheless, innovation leaders do not always understand the importance of the digital platform impact or how to use platform-based business models to create value for all businesses, not just digital services and startups. This text provides a framework as well as practical tools to effectively utilize digial transformation in any and all organizations. Platform ecosystems are complicated, but this book will help those interested in the platform world to become platform thinkers-those who are able to put platform-based mechanisms at the center of digital business transformations-by training them to read the platform world around them and then guiding them in writing new platform models. Chapter 4 looks at orthogonal platforms in more detail. The role data plays in orthogonal platforms is explored. Several cases are used to highlight various strategies-such as client-as-a-source and client-as-a-target strategies-that exploit the value of data generated during a digital service, including examples involving Apple, Nike, and Netflix. Nevertheless, these strategies have implications for both privacy concerns and business model transparency. These issues are complex and do not have easy answers, but brief discussions on each are given at the end of the chapter.

Digital platforms have completely reshaped everyday life in the modern world; nevertheless, innovation leaders do not always understand the importance of the digital platform impact or how to use platform-based business models to create value for all businesses, not just digital services and startups. This text provides a framework as well as practical tools to effectively utilize digial transformation in any and all organizations. Platform ecosystems are complicated, but this book will help those interested in the platform world to become platform thinkers-those who are able to put platform-based mechanisms at the center of digital business transformations-by training them to read the platform world around them and then guiding them in writing new platform models. Chapter 5 explores platform thinking as a mindset in and of itself. The platform thinker is an innovator who uses the power of platforms; the concept of idle asset hunting is the primary capability of platform thinkers-they identify idle assets, design value propositions, and then get the players they need on board. Ultimately, companies that are platform thinkers will be able to shape the industry more effectively than those that are not. Cases involving Booking.com, Chiara Ferragni, WhatsApp, and Amazon are described in depth through the lens of platform thinking to demonstrate how these four companies evolved over time. Other cases are also offered throughout the chapter.

Digital platforms have completely reshaped everyday life in the modern world; nevertheless, innovation leaders do not always understand the importance of the digital platform impact or how to use platform-based business models to create value for all businesses, not just digital services and startups. This text provides a framework as well as practical tools to effectively utilize digial transformation in any and all organizations. Platform ecosystems are complicated, but this book will help those interested in the platform world to become platform thinkers-those who are able to put platform-based mechanisms at the center of digital business transformations-by training them to read the platform world around them and then guiding them in writing new platform models. Chapter 6 offers a framework for putting platform thinking into action. This framework supports platform thinkers by fostering innovation through a platform lens and is based on four steps: step back and read, where you are; dive in and read, what you have; dive in and write, where you may go; and step back and write, the roadmap to get there. Each of these steps is described in detail. Existing tools (such as the Business Model Canvas and value maps) as well as ad hoc created tools (such as the Idle Asset Canvas and the Platform Thinking Canvas) are used in the framework to support innovators, their ideas, and the structuring process to develop platform thinking.

Digital platforms have completely reshaped everyday life in the modern world; nevertheless, innovation leaders do not always understand the importance of the digital platform impact or how to use platform-based business models to create value for all businesses, not just digital services and startups. This text provides a framework as well as practical tools to effectively utilize digial transformation in any and all organizations. Platform ecosystems are complicated, but this book will help those interested in the platform world to become platform thinkers-those who are able to put platform-based mechanisms at the center of digital business transformations-by training them to read the platform world around them and then guiding them in writing new platform models. Chapter 7 provides a brief, noncomprehensive list of topics that impact platforms and platform thinking but that were not covered in this text, including regulation, industry dynamics, value sharing, B2B platforms, sustainability, and emerging technologies. Technology is constantly changing at a faster and faster pace; nevertheless, even with future technological changes, the platform thinking mindset will still be relevant and applicable and will allow businesses to find and exploit opportunities within technological advances.

This case unfolds around the first-ever approved personalized cancer treatment, how Novartis wrapped it into a new business model design, and how Novartis scaled it. Novartis - one of the largest pharmaceutical companies in the world - is, among other ventures, discovering, developing, and marketing patent-protected prescription medicines, as well as addressing unmet medical needs and diseases for which no effective treatments or cures exist. In late 2011, Novartis executives became aware of a revolutionary treatment technology developed by researchers at the University of Pennsylvania (UPenn). This technology was designed as a one-time, personalized drug to cure certain types of cancers such as lymphomas and leukemia. Section Chief of Cellular Therapy and Transplant at the Children's Hospital of Philadelphia Stephan A. Grupp, MD, Ph.D. commented on the innovation as follows: "I've been an oncologist for 20 years, and I have never, ever seen anything like this." After approaching UPenn scientists, Novartis decided to develop and commercialize this technology as the company possessed the relevant capabilities. This case series then explores the introduction and scaling of this new treatment over three parts. Case A describes the various challenges Joe Jimenez, the then CEO of Novartis, faced during the launch of the new treatment in 2016. Case B (separate) focuses on the persistent problems with drug manufacturing and scaling this part of the business model design after its launch in 2017. Lastly, case C (separate) examines how Novartis solved the persistent problems and envisioned the future in this new, inspiring area of medicine.

This case unfolds around the first-ever approved personalized cancer treatment, how Novartis wrapped it into a new business model design, and how Novartis scaled it. Novartis - one of the largest pharmaceutical companies in the world - is, among other ventures, discovering, developing, and marketing patent-protected prescription medicines, as well as addressing unmet medical needs and diseases for which no effective treatments or cures exist. In late 2011, Novartis executives became aware of a revolutionary treatment technology developed by researchers at the University of Pennsylvania (UPenn). This technology was designed as a one-time, personalized drug to cure certain types of cancers such as lymphomas and leukemia. Section Chief of Cellular Therapy and Transplant at the Children's Hospital of Philadelphia Stephan A. Grupp, MD, Ph.D. commented on the innovation as follows: "I've been an oncologist for 20 years, and I have never, ever seen anything like this." After approaching UPenn scientists, Novartis decided to develop and commercialize this technology as the company possessed the relevant capabilities. This case series then explores the introduction and scaling of this new treatment over three parts. Case A describes the various challenges Joe Jimenez, the then CEO of Novartis, faced during the launch of the new treatment in 2016. Case B (separate) focuses on the persistent problems with drug manufacturing and scaling this part of the business model design after its launch in 2017. Lastly, case C (separate) examines how Novartis solved the persistent problems and envisioned the future in this new, inspiring area of medicine.

This case unfolds around the first-ever approved personalized cancer treatment, how Novartis wrapped it into a new business model design, and how Novartis scaled it. Novartis - one of the largest pharmaceutical companies in the world - is, among other ventures, discovering, developing, and marketing patent-protected prescription medicines, as well as addressing unmet medical needs and diseases for which no effective treatments or cures exist. In late 2011, Novartis executives became aware of a revolutionary treatment technology developed by researchers at the University of Pennsylvania (UPenn). This technology was designed as a one-time, personalized drug to cure certain types of cancers such as lymphomas and leukemia. Section Chief of Cellular Therapy and Transplant at the Children's Hospital of Philadelphia Stephan A. Grupp, MD, Ph.D. commented on the innovation as follows: "I've been an oncologist for 20 years, and I have never, ever seen anything like this." After approaching UPenn scientists, Novartis decided to develop and commercialize this technology as the company possessed the relevant capabilities. This case series then explores the introduction and scaling of this new treatment over three parts. Case A describes the various challenges Joe Jimenez, the then CEO of Novartis, faced during the launch of the new treatment in 2016. Case B (separate) focuses on the persistent problems with drug manufacturing and scaling this part of the business model design after its launch in 2017. Lastly, case C (separate) examines how Novartis solved the persistent problems and envisioned the future in this new, inspiring area of medicine.

There is a massive need for stroke treatment and rehabilitation in China. In 2018, Neusoft Medical cooperated with the State Engineering Laboratory of Internet Medical Diagnosis and Treatment Technology headed by Xuanwu Hospital to create the eStroke National Thrombolysis and Thrombectomy Image Platform (eStroke, in short). The primary objective of eStroke is to shorten the time of diagnosis for proper treatment in order to improve patient survival and reduce sequelae when the patient survives. After three years, the project is well underway but needs to scale up, as only 83 hospitals have joined, and only 13,000 patients have been served. No partner is satisfied. The project was set up as a public welfare project with an agreement not to charge users. Neusoft had hoped that eStroke's user base would grow and indirectly drive equipment sales such as CT and MRI machines. However, since eStroke does not directly generate profits, sales staff had no incentive to promote eStroke. Dr. Huang Feng, who is in charge of the eStroke project at Neusoft, plans to apply for a special marketing budget from Neusoft Medical in the annual budget review meeting to expand the scale of eStroke users rapidly. Still, the concerns and demands of various stakeholders of the eStroke platform are far more complicated than simply calling for investing more capital and increasing the workforce. How should Dr. Huang consider the claims of all stakeholders? How can he persuade the company to invest more? Will the new budget alone help eStroke expand quickly?

<p align="justify">Sunil Koshy considered himself a “passionpreneur;” after quitting a well-paid job as a software engineer, he chased his passion for singing and founded From Mug to Mike (FMTM), a start-up that helped amateur singers polish their singing skills. Stemming from Koshy’s passion, FMTM had evolved into a business venture with viable products, services, and a scalable business model. To scale up FMTM, Koshy needed to decide whether the business should take a geography- or a product-led route.

<p align="justify">Two months after his January 1, 2021, appointment as chief executive officer (CEO) of NewCo, the code name for the soon-to-be spun off managed infrastructure services portion of International Business Machines Corporation (IBM), Martin Schroeter was faced with the daunting prospect of creating a distinct strategy and identity for a huge company in a very short time frame. Announced on October 8, 2020, by IBM’s CEO, Arvind Krishna, NewCo was a high-stakes strategic move to “create value through focus” and “increased agility to focus on evolving customer needs and delivery excellence.” Once spun off, NewCo would immediately become the world’s leading managed infrastructure services provider, with US$19 billion in revenue, 90,000 employees, and 4,600 customers, including more than 75 per cent of the Fortune 100 across 115 countries. With the spinoff expected to be complete by the end of 2021, Schroeter had only a few months to craft a strategy, recruit a leadership team, define a new identity for the company, ensure a “strong strategic relationship” with IBM, and bring thousands of customers and tens of thousands of employees into NewCo. Success required many pieces to come together rapidly and seamlessly. Schroeter was unsure how best to address these challenges. All he knew was that failure was not an option and that time was short.