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A sustainable supply chain requires more than just following the law, undertaking audits, or increasing transparency.
Daniel Gettens et al.
For the IoT revolution to progress, data collection and data quality both must be greatly improved.
Christopher G. Worley et al.
Your business may have processes that work now. Does it have agile processes to help it change?
September 13, 2016 | Mary C. Lacity and Leslie P. Willcocks
Early adopters of software robots exemplify how companies generate tangible benefits via service innovations in three ways: (1) by developing an approach to service automation supported by top management, (2) by initiating effective processes that deliver value to customers and employees, and (3) by building enterprise-wide skills and capabilities. Managers interested in capturing the benefits of service automation need to pursue all three avenues.
Donna Marshall et al.
How much information should a company disclose about its supply chain? In addition to having to be lean, agile, and sustainable, today’s supply chains are increasingly the focus of growing attention from a variety of external stakeholders. These stakeholders often want information beyond what the company is legally obliged to disclose. But many companies have limited visibility of their supply chain information and have not fully considered their disclosure strategy.
Michael Hu and Sean T. Monahan
Effectively managing and coordinating supply chains will increasingly require new approaches to data transparency and collaboration. Supply chains in coming years will become even more “networked” than they are today — with significant portions of strategic assets and core capabilities externally sourced and coordinated. Already, progressive companies are developing novel solutions to the dilemma of data transparency by using data “cleanrooms” and digital marketplaces.
September 13, 2016 | William R. Kerr
Globalization offers significant opportunities, yet most companies approach key decisions haphazardly. Although the complexity of globalization means managers rarely can fully analyze a global business opportunity before they need to act, the basic tensions in global business models are straightforward. A simple analysis of global ventures along these dimensions can help entrepreneurs develop clearer expectations and decision-making processes.
David Simchi-Levi et al.
For a decade, China was automatically the answer to many manufacturing questions. That’s changing.
Multi-sourcing can lessen the risk of supply chain disruption. But it introduces risks of its own.
Ning Su et al.
IT outsourcing has emerged as an important strategic tool for acquiring cutting-edge innovation.
Francesco Zirpoli and Markus C. Becker
Managers must understand which competencies they can safely outsource and which they should manage internally.
Ron Adner (Tuck School of Business), interviewed by Frieda Klotz
When a group of industry leaders work together to find new solutions and products, who’s in charge?
Timothy J. Kloppenborg and Debbie Tesch
The role of project sponsors is often overlooked, but actively engaged executives are crucial to a project’s success.
Alexander Laufer et al.
Successful project managers often combine elements of traditional and agile approaches to project management.
Edivandro Carlos Conforto et al.
There are positive correlations between improvisation in product development and team performance.
Fabian J. Sting et al.
Making it safe to be honest about when projects are getting off track can promote cooperative behavior.
Mark Keil et al.
Will your next big IT project be on time and deliver what was promised? Maybe — but maybe not.