- Research Feature
- Read Time: 32 min
In 1988, I was wandering the floor of Comdex, the computer industry’s enormous annual trade show and could feel a palpable sense of anxiety among the throngs of participants.
Showing 41-59 of 59
Traditional strategic planning draws from forecasts of parameters like market growth, prices, exchange rates, and input costs that managers are unable to predict five or 10 years in advance with any accuracy. The author discusses a strategy that embodies a coherent portfolio of options, sketches a process managers can use to develop this kind of strategy, and explains how planning and management opportunism can reinforce each other.
Are strategic takeovers, which are generally friendly transactions involving stock and firms in overlapping businesses, more profitable than financial deals, which are usually hostile transactions involving cash and firms in unrelated businesses?
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?
The persistent U.S. trade imbalance may have two causes: a declining manufacturing base and the shift of the U.S. economy toward services. Correcting the imbalance will require a substantial commitment to expand America’s manufacturing base.
Superstition has always had a big impact on human behavior, sometimes yielding macroeconomic effects for even the most industrialized societies. An example of the effects of superstition is the rate of Japanese births from 1960 to 1990 (see Figure 1). A general, steady decline is evident in recent decades.
IBM is making a comeback. Although many observers had counted the company out — “It’s a dinosaur, an implosion, a wreck,” various commentators said — its revival was probable, even predictable, because cycles of decline and revitalization have been the company’s pattern through many decades.P
When Eastman Kodak turned over the bulk of its IT operations to three outsourcing partners in 1989, outsourcing was a $4 billion a year business.1 Today, that number has grown to nearly $40 billion a year, according to the estimates of industry watchers Frost & Sullivan.
How can managers improve the ethical quality of their decisions and ensure that their decisions will not backfire? The authors discuss three types of theories that will help executives understand how they make the judgments on which they base their decisions. By understanding those theories, they can learn how to make better, more ethical decisions.
THE APPROACHES FOR IMPROVING QUALITY IN MANUFACTURING PROCESSES DON’T WORK ESPECIALLY WELL FOR SOFTWARE DEVELOPMENT. THE AUTHORS provide a quality improvement paradigm for the software industry that builds on manufacturing models but focuses on reused learning and experience by establishing “experience factories.” Their iterative process enables an organization to acquire core competencies to support its strategic capabilities.
Breezy Services Company, a medium-sized service provider, was in trouble.1 New entrants threatened its domination of particular market segments, and competitors attacked its customer base.
Major business reengineering efforts represent an organization’s commitment of millions of dollars for redesigning internal organizational processes, changing fundamental product delivery and customer service procedures, and often reexamining and repositioning corporate strategy.
Showing 41-59 of 59