09-Innovation-500

Summer 2003
Volume 44, Issue # 4

advertisement
03-Leading-your-team-500

The Shareholders vs. Stakeholders Debate

  • Research Feature
  • Read Time: 19 min 

Does the belief that a manager‘s overriding duty is to maximize shareholder returns encourage socially destructive actions by corporations? Employing economic, legal and behavioral analyses, the author concludes that, although the shareholder theory is often inaccurately maligned, stakeholder theory may be more conducive to curbing the kind of impropriety seen at Enron and Global Crossing.

04-Marketing-500

Tapping Into Association Marketing

  • Research Highlight
  • Read Time: 3 min 

Americans are joiners — nine out of 10 belong to at least one group or association, such as the American Automobile Association and the AARP, and these groups provide a potent mechanism for developing, marketing and distributing a host of products and services.

07-Marketing-500

Promotions and the Bottom Line

  • Research Highlight
  • Read Time: 5 min 

Evidence suggests that innovative products boost a company’s long-term financial performance and stock-market value, whereas promotions may negate gains.

advertisement

01-Operations-500

The Dysfunctional Evolution of Goal Setting

  • Opinion & Analysis
  • Read Time: 3 min 

For many years, when it came to setting goals, organizations took a top-down approach. It made sense: Goal setting requires information of the sort only top-level managers had, and it was their job to make the calls and pass them along to the lower levels of the company.

021-Operations-500

What Creates Energy in Organizations?

  • Research Feature
  • Read Time: 17 min 

People commonly talk about the energy (or lack thereof) associated with certain individuals or company initiatives. Managers can translate such talk into action that creates more energy, improves performance and fosters learning.

advertisement

09-Innovation-500

Rethinking the Knowledge-Based Organization

  • Research Feature
  • Read Time: 17 min 

For “knowledge-based” to be more than a buzzword, managers must recognize that the concept has little to do with the kind of products they sell. Whether it‘s a cement maker like Holcim or a financial services company like CapitalOne, a company‘s knowledge base is predicated on how it uses knowledge to change processes, overcome traditional boundaries, set strategy, and create a corporate culture.

versatile-leader-500

Developing Versatile Leadership

  • Research Feature
  • Read Time: 25 min 

Leadership consists of opposing strengths, and most leaders have a natural tendency to overdevelop one at the expense of its counterpart. The resulting imbalance diminishes their effectiveness. But leaders who work to guard against such lopsidedness can increase their versatility and their impact.

019-Strategy-500

The Disruption Opportunity

  • Research Feature
  • Read Time: 20 min 

Disruptive innovation in an industry always creates new markets and new net growth. Companies should go on the offensive, seeking customers who are off the radar of their established businesses.

020-Marketing-500

The Digital Transformation of Traditional Business

  • Research Feature
  • Read Time: 23 min 

New information technologies, such as broadband networks, mobile communications and the Internet, have well-known, but often unrealized, potential to transform businesses and industries. The key to success is knowing how and when to apply the technologies. Companies should look at 10 specific drivers to help determine their best strategy.

019-Innovation-500

Toward an Innovation Sourcing Strategy

  • Research Feature
  • Read Time: 22 min 

The use of external sources for help with innovation is becoming increasingly prevalent. Rather than take an ad hoc approach, companies should develop a sourcing blueprint to obtain the consistent results they need.

advertisement

024-Innovation-500

The New Frontier of Experience Innovation

  • Research Feature
  • Read Time: 21 min 

The next practices of innovation must shift the focus away from products and services and onto experience environments — supported by a network of companies and consumer communities — to co-create unique value for individual customers.

014-Leading-your-team-500

The Rhythm of Change

  • Research Feature
  • Read Time: 19 min 

A generation of managers is obsessed with the idea of dramatic, turbulent change. This is misguided hype, say the authors. Drawing on management literature, history and company examples such as IBM, General Electric and British Airways, they contend that a sensible framework for change must recognize the subtle interplay of its various forms as well as the importance of stability and continuity.

010-Strategy-500

Leveraging the Incumbent’s Advantage

  • Research Feature
  • Read Time: 24 min 

Companies often launch spinoffs to enter a market quickly. But the more sustainable strategy is to establish a group that is (or will be) integrated with their existing operations.