MIT Sloan Management Review

A three-step process to ensure that companies launch new products that make a profit and please customers.

The more companies outsource, the more they approach virtual organization, with knowledge centers interacting through mutual interest and electronic systems. To mitigate the risks associated with reduced authority, companies must develop “best in world” capabilities, leverage the capabilities of others and innovate constantly. The author shows how to slash innovation cycle times and costs by 60%-90% and develop the full potential of intellectual outsourcing.

Several new strategies are emerging that enable firms to capitalize on their chief corporate asset: information about their customers.

Effective supply-chain management requires choosing a type of relationship appropriate to product and market conditions and adapting management practices to that relationship.

Processes to solidify and streamline supplier-customer relationships can result in mutually beneficial commercial success.

A framework for aligning organizational and technical resources and capabilities to leverage explicit knowledge and expertise.

Is it appropriate to integrate spirituality into the management of an organization? Does spirituality make a company more profitable?