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Although many would prefer it otherwise, it still remains a fact that most companies can´t succeed long term without making acquisitions. But as has been apparent so often, acquisitions can be a treacherous way to grow. Based on fifteen years research, the authors look at the typical mistakes made during M&A processes and make some suggestions on how to get it right.
Roland T. Rust / Valerie A. Zeithaml / Katherine N. Lemon
Listen to a brand manager talk and you´ll hear nothing but customer, customer, customer. But watch him or her act, and you´ll just see brand, brand, brand. Brand management still trumps customer management in most large companies – a focus that is becoming less and less compatible with growth.
Based on their observations over a number of years, the authors describe a particular approach towards know-how transfer in an organisation, designed to sustain and propagate what they call “deep smarts” – that special knowledge that stands somewhere between experience, wisdom and individual expertise.
Many people may perceive diversity as a “nice to have” activity, politically correct, but with the exception of those aspects that are compulsory by law, not that vital to business success. IBM took a different view and launched a major diversity initiative in the mid-nineties that not only enabled IBM to appeal to a broader range of customers and employees but also had real impact on business results.
Attitudes to global branding are changing. The declaration made in the early 1980´s that companies should exploit the economics of simplicity and grow by selling standardised products worldwide is no longer valid. Things now need to be “glocal”. The authors describe some new findings on global branding based on interviews with over 3000 consumers in 41 countries.
A company´s most precious resource, the time of its top executives, is often squandered in a hair-raising fashion. Based on a survey of 187 firms, the author describes some typical time-wasting behaviour and then makes some suggestions for exploiting this valuable time better through improved structuring of meetings and agendas.
From the HBR Case Study series, the story focuses on the CEO of a software company and his interactions with the Marketing Manager. He is not entirely happy with her performance in the recent past and is supervising her more closely as a result. She, on the other hand, thinks he is micromanaging her and feels stifled and de-motivated. Who´s right? Four experts give their comments.
It is not enough just to possess the classical attributes of a leader – you also need to be able to attract the followers. And whilst much has been written about the stuff that makes great leaders, what about these followers, what drives them to follow? The author, a psychoanalyst, addresses this question.
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