Purpose The purpose of this study is to explore the information leaders keep their organisations competitive by determining if their business model is under threat and/or needs changing and whether business model innovation is needed. Design/methodology/approach This study uses a grounded theory approach to probe an area which has been so far researched very little. Findings The paper identifies that while quality of management information affects leaders’ decisions about whether their business model is under threat or needs changing, leaders may or may not choose to use it. Research limitations/implications The research was carried out with large firms in six sectors in the UK. Research in other sectors, in smaller firms and in other countries, should be carried out to test generalisability. Practical implications Although many large firms have made very large investments into areas such as customer insight in the past few years, there may be resistance to using this information even if it indicates that a firm’s current business model is under threat, because of straightforward denial or because of the inertia associated with factors such as difficulties in changing business models or the extent to which the firm’s financial situation is based upon exploiting its current business model, no matter how much that model is under threat from firms with other business models. Therefore, in strategic reviews, firms should factor in these risks and seek to mitigate them. Social implications In public sector organisations, these risks of denial or inertia may be stronger because of conservatism and lack of willingness to take the risks of change, so public sector decision makers need to be particularly aware of these risks and seek to mitigate them. Originality/value The theoretical contribution of this research is to add to business model and strategic management literature by explaining the role that information plays in business model choice and how its role depends on whether and how the information is used by senior management.

This paper reviews the literature on information mismanagement and constructs a typology of misinformation that can be applied to analyse project planning and strategic planning processes to reduce the chances of failure that results from information mismanagement. The aim of this paper is to summarize the research on information mismanagement and provide guidance to managers concerning how to minimize the negative consequences of information mismanagement and to academics concerning how to research and analyse case studies that might involve information mismanagement. Design/methodology/approach Literature review accompanied by conceptual analysis. Findings Information mismanagement is widespread in organizations, so all those involved in managing and researching them need to be far more aware of the damage that can be done by it. Research limitations/implications The research is based upon Western society (Europe and North America). The same research should be carried out in other parts of the world. Also, all the case studies could usefully be investigated in more depth to apply the taxonomy. Practical implications Managers should be much more aware of their own and others' tendencies to mismanage information to their own benefit. Social implications Stakeholders in public sector activities, including citizens, should be much more aware of the tendency of government and the public sector to mismanage information to justify particular policy approaches and to disguise failure. Originality/value The taxonomy on information mismanagement is original, as is its application to project planning and strategic decision making.

Purpose The purpose of this paper is to explore the role of analysts in providing information to support business model innovation. Design/methodology/approach This paper is based on initial research by two of the co-authors on business models (Stott et al., 2016), to which is added the experience of members of the team in working in strategic analyst firms or in working closely with clients of business analyst firms and further secondary data. Findings The findings of this paper show that analysts could do more to help their clients capture the opportunities and meet the threats of business model innovation, but this may require business leaders and analyst firms to think differently about their mutual relationship, particularly the briefs that clients provide analysts and how analysts aggregate information to provide a clearer picture of business model choices and their likely consequences. Research limitations/implications This paper needs confirmation of views by primary empirical research. Practical implications This study identifies the need for firms to brief their analysts to provide much enhanced information concerning business model opportunities and threats, and for teachers and researchers in marketing to become more closely acquainted with the business model literature and analyst reports and processes. Social implications As the idea of business model change becomes a more acceptable part of the strategic armoury of firms, the understanding of the information requirements to support such change to become more widely understood, and business model change to be consequently more common can be expected. This paper contributes to the understanding of the information requirements involved in such changes. Originality/value This study highlights the gap in the discussion of information provision to business leaders concerning business model innovation requirements and threats.

This article reviews development of thinking about the information needed by companies to create an accurate picture of how well they manage their engagement with customers, taking into account the evolution of thinking and practice in this area over the last three decades towards the idea of data-driven customer engagement. It then describes the evolution and use of an assessment and benchmarking process and tool which provide the needed information. Design/methodology/approach: Literature review, conceptual analysis and explanation of the management consulting process used. Findings: Companies can get an accurate picture of how well they manage customer engagement provided that a careful assessment approach is used where assessors are properly selected and trained and that there is a strong focus on compliance with requirements rather than "box-ticking" based upon managers' perceptions. Research limitations/implications: The assessment and benchmarking process was developed mainly for use by larger companies, though the findings could be adapted for use by smaller companies. Practical implications: Companies whose success depends upon customer engagement should consider using the assessment and benchmarking tool to guide their planning and implementation. They should heed the warnings about the risks of inaccurate assessments which may arise because of the incentives by which managers are managed. Social implications: The assessment and benchmarking process has been used by the public sector and government, and given government's desire to engage citizens better, they should consider adopting the ideas in this article to reform citizen engagement. Originality/value: This is the only article which reviews the development of the assessment process for customer engagement.

Purpose The purpose of this paper is to show how the business model of the information and communications technology (ICT) industry has evolved and the general differences that evolution has made to information management. Design/methodology/approach Literature review was carried out accompanied by conceptual analysis. Findings It shows that changes in the business model of the ICT industry have been quite dramatic and have led to significant changes in the structure of the industry. Research limitations/implications This research is based on analysis of the ICT industry. The analysis could be broadened to include other industries. Research into business model change should consider adopting the evolutionary approach taken in this paper. Practical implications Managers in the ICT industry should factor the likely evolution of business models in their industry into their planning. Social implications Government policymakers considering how to stimulate the development of the ICT industry in their country should be aware of the moving nature of their target. Originality/value This is one of the first papers to apply the evolutionary approach to business model change.