LM Quarterly - Vol. III no.3 July-September 2025
Overcoming the Monopolist’s Dilemma Subsidiaries of monopolies often fail in competitive markets because they apply an outdated "dominant logic" and misread Key Success Factors (KSFs), prioritizing physical coverage over customer retention and experience.
Strategic Minimalism Amidst distraction, strategic impact comes from "strategic minimalism"—selecting fewer high-leverage actions executed at the right time with a stable mental state, rather than increasing activity volume.
SOE Governance and Reinsurance Risks The consolidation of SOE reinsurance aims to boost capacity but risks a "reinsurance spiral" and systemic failure without strict risk governance and portfolio restructuring. Additionally, removing performance-based incentives for commissioners is crucial to maintain independent oversight.
Critical Minerals and Dynamic Partnerships Success in the downstream energy sector requires "integrative dynamic capabilities" managed through disciplined stage-gate partnerships and risk overlays. Procurement leaders must now navigate geopolitics and ESG, not just cost efficiency.
Result-Based Social Impact (TJSL) SOE CSR programs (TJSL) face a paradox of high compliance but low impact; adopting "Result-Based Financing" (RBF) shifts the focus from administrative reporting to verifiable outcomes and shared risks.
Innovation and Holacracy To survive, organizations must move "Beyond Best Practice" (imitation) to "Next Practice" (innovation). Structurally, shifting from hierarchy to Holacracy offers adaptability but requires balancing autonomy with clear accountability.