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The spread of electronic technologies such as e-mail, the Internet and low-cost long-distance telephone services has, amongst many other things, enabled companies to create private internal markets to tap into employees´ collective wisdom and to achieve stretch goals intelligently. The article describes successful examples of such markets.
The author describes the concept of operational innovation, the invention and deployment of completely new ways of doing things, using Dell, Toyota and WalMart as examples of how such fundamental rethinks can lead to enormous advantages in the market place.
Women are more likely than men to abandon their career ambitions in their late twenties or early thirties, but often for more subtle reasons than the obvious battle between motherhood and career. The article investigates the phenomenon, making some proposals on how to deal with it. Interesting reading – not just for women.
Using a variety of examples, including Toyota, Dell and Wal-Mart, the authors describe the activities of companies that are relentless in their pursuit of success, playing to win and going to the edge of legality to do this.
Faced with excessive employee turnover following a series of acquisitions, FleetBoston Financial Services decided to measure the effects of management practices and market conditions on actual employee behaviour to try and stem the loss of people. From the HBR “Best Practice” series, here is the story of what happened.
One of the top young talents at a management consultancy is showing serious signs of going off the rails. She has recently been under severe pressure at work and has had some setbacks in her private life. Now she has started insulting colleagues, provoking customers and writing incoherent e-mails. Four experts give their advice on how the CEO should react.
Looking at total company revenues will tell you whether you are growing or not, but it will not tell you how. The authors have developed a tool – the Sources of Revenue Statement (SRS) – that reveals the origins of growth and helps companies make smart, targeted strategic and financial decisions.
All too often, companies that once dominated their markets fade into obscurity because, whilst they continued making steady improvements to their existing business, they failed to achieve breakthrough innovations at the same time. The article describes what it takes to achieve the balance between developing for the future and protecting traditional business.
Geoffrey Cullinan / Jean-Marc Le Roux / Rolf-Magnus Weddigen
Due diligence all too often becomes an exercise in verifying the acquisition target´s financial statements rather than reflecting an accurate analysis of whether the proposed deal makes strategic and financial sense. After all, deal making is glamorous, due diligence is not.
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