- Research Feature
- Read Time: 25 min
Outsourcing can be more than a tool for cutting costs and improving organizational focus. Increasingly, it is a means of acquiring new capabilities and bringing about fundamental strategic and structural change.
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A generation of managers is obsessed with the idea of dramatic, turbulent change. This is misguided hype, say the authors. Drawing on management literature, history and company examples such as IBM, General Electric and British Airways, they contend that a sensible framework for change must recognize the subtle interplay of its various forms as well as the importance of stability and continuity.
When a certain U.S. multinational corporation sought to adopt a global policy on employee mobility, it convened a yearlong symposium with representatives from units worldwide. Through a format that encouraged brainstorming and in-depth discussion, a consensus gradually emerged that enabled executives to reduce mobility classifications from eight to two.
A survey of high-tech companies reveals which techniques get R&D and marketing departments to share vital information with each other.
How could a team of decent, hardworking, normally law-abiding managers find themselves facing fines, jail time, the loss of their jobs, and ultimately the loss of the company they managed? In making executive decisions, these managers were not deliberately trying to evade the intent of the law, defraud anyone, harm
When companies downsize, managers need to consider how to bolster their employees’ morale in order to maintain productivity and engender flexibility. The authors propose a four-stage approach — gleaned from interviews and surveys — that will mitigate worker mistrust and disempowerment and will, they say, help build a better company.
Microsoft’s approach to software product development allows teams to be creative and retain the autonomy of small groups by frequently synchronizing and stabilizing continuous design changes.
Making an explicit link between people’s personal needs and business goals can be a catalyst for changing work practices. In the end, both the company and the employees benefit.
Are managers today less loyal to their companies? If so, can companies counter this trend? To retain loyal managers, companies must nurture an apolitical culture that places high priority on meeting career needs.
Management practices have undergone many innovations. Companies have been down-sized, delayered, and hollowed out. Newly trained and empowered employees have implemented many innovative practices including continuous improvement, reengineering, just-in-time manufacturing, and total quality management. Outsourcing and exclusive supply relationships now allow organizations to focus on core activities.M
A combination of temporary conditions such as environmental factors or price cuts may permanently affect a company’s market share. What causes the phenomenon of hysteresis in marketing? Can companies predict and take advantage of this effect? Equally important, can they avoid becoming its victims?
How can a company successfully attack an established market leader? How can it find new ways to compete that everyone else has missed? By breaking the rules of the game in its industry to find new sources of innovation, says this author. In a study of thirty successful attackers, he identified five ways that they think about and develop a new game plan.
The three communities of executives, engineers, and operators do not really understand each other very well. A lack of alignment among the three groups can hinder learning in an organization.
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