INNOVATION

Special Report: Measuring to Manage

Posted March 7, 2007. Reprint 48302.
In recent years, companies have developed much more sophisticated strategic measurement systems, based on such tools as the balanced scorecard, key performance indicators, computerized dashboards and the like. Nonetheless, there seems to be a widespread consensus that they measure too much, or too little, or the [...]

Limitless material resources are not only unavailable most of the time, they may actually be a hindrance. And remaining lean and mean can often be a blessing.

As companies rely increasingly on external suppliers, there is an emerging and compelling need for “maestros”

Not all growth is good. An analysis of Fortune Global 500 companies shows that the businesses that grew within the limits of their growth corridors performed far better than others -- even those that grew faster.

New product launches are highly complex and can pose major challenges to companies. But managing the interplay between product generations can greatly increase the chances for success.

To tap fully into the swarm creativity of innovative customers and employees, companies must adopt a completely new mindset for doing business.

Differences in organizational values within of a top management team can impair how the group functions, with perceived differences having much larger repercussions than real ones.

Executives are set up to fail when they are given one leadership mandate while others in the organization operate under a different, conflicting set of directives.

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