- Research Feature
- Read Time: 26 min
Managing change does not mean dealing with chaos. In fact, continuous change is a predictable cycle with four phases, each requiring certain resources and a specific type of champion.
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Do we finally have the right technologies for knowledge work? Wikis, blogs, group-messaging software and the like can make a corporate intranet into a constantly changing structure built by distributed, autonomous peers — a collaborative platform that reflects the way work really gets done.
It takes a tremendous amount of detailed management on both the client and supplier sides to realize the expected benefits of offshore outsourcing of IT work. Here are 15 best practices that can accelerate learning and make the strategy eminently worthwhile.
Although most companies undertake acquisitions with an eye toward fueling growth, the resulting infusion of new ideas, perspectives and processes can produce lasting benefits that are broader and deeper.
In September 2004, Merck & Co. Inc. initiated the largest prescription drug withdrawal in history. After more than 80 million patients had taken Vioxx for arthritis pain since 1999, the company withdrew the drug because of an increased risk of heart attack and stroke.
Throughout an organization, individuals make decisions daily that influence the need for and the value received from information technology. A simple one-page framework can help companies allocate IT decision rights and accountabilities so that individual IT decisions align with strategic objectives.
Many companies’ brand portfolios have become bloated and obscured. A five-step approach can illuminate which brands should be supported, retired, repositioned or otherwise honed to bring greater clarity to the portfolio.
Should birds of a feather flock together? Not if the goal is to promote innovation, says Rachelle C. Sampson, assistant professor of logistics, business and public policy at the University of Maryland’s Robert H. Smith School of Business.
For multinationals, it is increasingly difficult to maintain competitive advantage on the basis of the traditional economies of scale and scope. Future advantage will go to those that can stimulate and support interunit collaboration to leverage their dispersed resources.
Many studies have shown that the most treacherous time in the failure-strewn business of mergers comes after two companies tie the knot, when they attempt to combine operations. Surprisingly, however, they often destroy value not as a result of inattention to detail but through excessive zeal in their integration efforts.
Recent research relates the importance of corporate governance not to stockholders but rather to another important stakeholder: bondholders. Ever since spectacular failures occurred at previously well-regarded companies, the spotlight has shone on corporate governance activities as the means of preventing fraud and aligning management with shareholders’ interests.
Many companies have struggled to design IT systems, databases and content repositories that provide their employees with easily accessible and relevant information. The authors urge organizations to emulate the strategies of Google, eBay and Amazon.com, whose core competence is based upon making it easy for customers to find what they want — quickly, accurately and usefully.
Many companies have developed strong leaders for business units but have overlooked developing people who act in the interest of the whole organization. Understanding three issues can help: What are the key elements of the enterprise leader‘s job? Why is learning to lead at the enterprise level so challenging? What can companies do to identify and develop enterprise leaders?
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