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James B. Rice Jr. and Tim Rowell
For PepsiCo, entering the natural beverage market meant developing new risk management practices.
Mary C. Lacity and Leslie P. Willcocks
Instead of replacing human workers, software robots are an opportunity to augment their skills.
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 | 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.
September 12, 2016 | George Westerman
Digital innovation is transforming every part of the company, from customer experience to business models to operational management. But it’s people who make companies work. The digital economy shouldn’t be one where automation squeezes workers — and managers — out, but one where computers help employees to collaborate fluidly, make decisions scientifically, and manage better with automation than they ever could without it.
Marc Grainer et al.
Companies have tried for decades to improve customer complaint resolution — without notable success. Customer expectations are rising; customers now expect positive results and not just the chance to complain. Many customers want nonmonetary remedies, such as an apology or a chance to vent. In addition, companies must recognize that they must treat every customer interaction as if it were playing out on a Facebook page or a YouTube video, because it might be.
Timothy Keiningham et al.
No company can last for long without satisfied customers. But misguided attempts to improve satisfaction can damage a company’s financial health. Research finds that the relationship between customer satisfaction and customer spending behavior is very weak, and that the return on investments in increasing customer satisfaction is often trivial or even negative. What matters is how customers rank your brand in satisfaction relative to your competitors.
A new wave of data innovation offers unprecedented promise to crack the black box of effective urban deliveries.
Mohan Subramaniam et al.
With the advent of digitization and the App economy, the frontiers of customization are expanding further.
Donna Marshall et al.
Today’s supply chains are required to be lean, agile, sustainable, and — increasingly — transparent.
Leading companies are using an array of detection and response techniques to become more resilient.
Michael Hu and Sean T. Monahan
Effectively coordinating supply chains will increasingly require new approaches to data transparency.
María Jesús Sáenz and Elena Revilla
By planning for disruption from natural disasters, Cisco Systems improved its supply chain resilience.