WHAT IS CORPORATE TRANSFORMATION AND HOW CAN WE DEFINE A SUCCESSFUL ONE? THE AUTHORS PROPOSE A DEFINITION BASED ON behavioral changes throughout the organization and suggest a framework, built on their analysis of cases and interviews, for comparing transformations among firms.
Total quality management (TQM) has become accepted practice in services.
Chief information officers have the difficult job of running a function that uses a lot of resources but that offers little measurable evidence of its value. To make the information systems department an asset to their companies — and to keep their jobs — CIOs should think of their work as adding value in certain key areas. This article, based on studies of information systems leaders in sixty organizations, presents a portrait of successful CIOs and the CEOs who support them.
Internal financial considerations and external market considerations are, at most companies, antagonistic forces in pricing decisions. Financial people allocate costs to determine how high prices must be to cover costs and achieve their profit objectives.
The rapid proliferation of strategic alliances during the past decade has captured the interest of both the business press and the academic literature.
An industrial products firm recently held a meeting for senior managers to discuss marketing strategy and implementation. An outside facilitator, who led a discussion about improving marketing effectiveness, encouraged participants to list the key issues facing the firm.
Choosing the right strategy for negotiations with someone from another culture is a difficult task lacking few established guidelines. Whether you are a novice or experienced negotiator — you will find useful advice in this article on effectively choosing and implementing a culturally responsive strategy. Part 1 (Reprint 3524 from the Winter 1994 issue) presents eight culturally responsive strategies in a framework based on their feasibility.
American policymakers, during the Cold War, treated technology and economic strength as means to achieve military and political ends. The Japanese, in contrast, never subordinated economic interests to defense objectives and, indeed, rejected arguments to that effect as naive.