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Performance topology maps offer managers a signpost pointing toward smarter strategies.
Gahl Berkooz (Ford Motor Co.), interviewed by Michael Fitzgerald
Putting data and analytics to work hasn’t just helped Ford more competitive — it has transformed the company’s processes.
Wendy L. Tate et al.
Joining the supply and demand sides of an enterprise presents an opportunity for efficiency and value creation.
December 14, 2015 | Donna Marshall, Lucy McCarthy, Paul McGrath, and Fiona Harrigan
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.
Mark Lee Hunter et al.
The rise of stakeholder-controlled media outlets complicates corporate crisis management strategies.
Organizations that fail to heed their vulnerabilities are more likely encounter catastrophes.
Leading companies are using an array of detection and response techniques to become more resilient.
Michael Useem et al.
A look at key leadership decisions made during the 2010 mine cave-in crisis.
August 7, 2014 | Willy C. Shih
The process of bringing assembly work back to U.S. factories from abroad is more challenging than the economics would predict. In the United States, many key resources, including the manufacturing workforce, have atrophied. Author Willy C. Shih (Harvard Business School) recommends that to reduce turnover, companies that embrace reshoring — bringing assembly work back from abroad — encourage workers to complete training and certification.
Fabian J. Sting et al.
How can companies get employees to pull together to meet project deadlines? It turns out that establishing psychological safety and promoting cooperative behavior can be just as important as good planning. This case study of management innovation at Roto Frank, a German company that produces hardware for industrial and residential windows and doors, highlights the difficulties of project planning and execution — and the benefits of building a positive feedback cycle.
Alexander Laufer et al.
Successful project managers often combine elements of traditional and agile approaches to project management. They cope with uncertainty, for instance, by developing detailed short-term plans along with firm commitments and tentative longer term plans. The authors draw from experiential data from more than 150 successful project managers affiliated with over 20 organizations, and provide a detailed look at the success factors behind NASA’s Mars Pathfinder project.
David Lopez-Berzosa et al.
Tech consortia help reduce patent risk, but managers must weigh the pros and cons for innovation.
David Michael et al.
There are five options for structuring intellectual property partnerships, ranging from licensing to joint ventures.
Eric Knight et al.
Biomarkers Consortium, a public-private partnership in the health industry, presents five lessons in managing collaboration.
F. Asís Martínez-Jerez
Some innovative companies are attempting to redefine the parameters of strategic partnerships.
Ning Su et al.
IT outsourcing has emerged as an important strategic tool for acquiring cutting-edge innovation.
Ulrich Wassmer et al.
Systematizing the analysis process should produce more gain and less pain when forming strategic partnerships.