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Mary C. Lacity and Leslie P. Willcocks
Many companies pursue business process outsourcing to trim costs. But it can evolve into much more.
Bruce Posner and David Kiron
Caesars Entertainment, the gaming company, has emerged as an environmental leader in the hospitality industry, breathing new life into the company’s business.
Evgeny Kaganer et al.
Tapping a virtual, on-demand workforce requires new management models and skills.
June 22, 2011 | Karen A. Brown, Richard Ettenson and Nancy Lea Hyer
As the competitive landscape grows tougher, project leaders must sequence, time and articulate core messaging about their projects in much the same way a marketing manager would organize an external customer-facing branding effort to promote a company’s products and services. And therein lies an opportunity; brand your projects in order to gain an edge in obtaining funds and the best staff.
Just as product branding creates awareness and sustains value in the minds of an organization’s external customers, shareholders, and constituents, a brand mindset can empower a project leader to develop strategically-timed messages to create visibility and engagement among key targets. Depending on the stage of the project, different project brand audiences may include senior business leaders, project sponsors, and team members with primary allegiances to vertical functions, as well as network partners external to the home organization. The savvy project leader will ensure that all parties up, down, across, and outside the organization understand, internalize, and embrace the promise of the project brand, agree on goals, and employ steadfast support for the initiative through its completion.
Do you have the best supply chain strategy for your business? This collection of articles offers thought-provoking ideas about supply chain design and performance.
David Simchi-Levi et al.
As a business diversifies, it may need more than one supply chain. Here’s how Dell did it.
Mark Vandenbosch and Stephen Sapp
There are five steps managers can take to protect their complex and vulnerable supply chains.
Steven A. Melnyk et al.
Supply chains should be designed and managed to deliver one or more of six basic outcomes.
David Simchi-Levi et al.
For a decade, China was automatically the answer to many manufacturing questions. That’s changing.
Erica Plambeck et al.
Leading companies are working with their Chinese suppliers to improve environmental performance.
An Interview with David Simchi-Levi and Charles H. Fine
How have strategies for supply chain design changed? Two leading thinkers offer insights.