- Opinion & Analysis
- Read Time: 7 min
Assessment tools for better-informing decisions have proliferated. Here’s an insider’s guide to prediction and recommendation techniques and technologies.
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What used to be a matter of finding and purchasing goods and services at the most favorable price has changed. At some companies, procurement has become closely intertwined with strategic decision making and board policy at the highest levels of the organization.
The discipline of marketing hasn’t kept up with the rapid changes facing 21st-century businesses. New scholarship doesn’t have enough management relevance, and practicing marketers are too often forsaking rigor. Here are seven strategies that can make marketing both relevant and rigorous in today’s world.
The “make or buy” decision has been a staple of industrial economics as far back as the start of the Industrial Revolution. So when perceived levels of outsourcing began to rise around the world over the past decade or two, researchers began to ask why.O
A comprehensive analytic framework can provide a common language for discussing decisions and values with colleagues, helping to build a culture that better integrates the organization’s values into staff decision making.
Finding the right individuals to fill executive positions has never been easy, and the process is only getting more difficult with increased globalization.
Earlier this year, I participated in a panel discussion on “Leading in a Networked World” at the World Economic Forum in Davos, Switzerland, and made the point that leadership attention is perhaps the networked world’s most scarce resource.
Many executives talk about the need for greater flexibility and adaptability from their companies. But the truth is that most businesses have organized themselves in ways that inherently discourage change.
The success of an enterprise is the sum of decisions made in the course of doing business. It must follow, then, that a manager’s value lies in the quality of his or her decisions. Effective leaders make their decision-making look easy.
Few organizations understand the benefits of having tactical planners, who use computer models to optimize the supply chain, in close communication with the senior managers who formulate strategy. The author outlines a planning approach that ensures that critical supply-chain details inform a company’s business strategy and that supply-chain management aligns with the strategic direction.
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