Developing Strategy

Showing 61-65 of 65

06-Operations-500

An Empirical Study of Flexibility in Manufacturing

Much has been written in recent years about flexible factories and flexible manufacturing systems (FMS), but the literature has been largely theoretical; managers who are interested in making their factories more flexible have little empirical research on which to base their decisions.

02-Strategy-500

Scenario Planning: A Tool for Strategic Thinking

How can companies combat the overconfidence and tunnel vision common to so much decision making? By first identifying basic trends and uncertainties and then using them to construct a variety of future scenarios. The author shows how two major companies got a richer picture of the possible future through scenarios — and dramatically improved their strategic planning.

17-Strategy-500

When Is It Legal to Lie in Negotiations?

When someone asks, “What is your bottom line?” few negotiators tell the truth. But how much bluffing is ok? Business negotiations law is infused with ethical considerations. Author G. Richard Shell outlines the basic elements of legal fraud, illustrating the evolving concepts with numerous cases in which negotiators have been penalized for what some consider merely unethical behavior. “An ethical sensibility, far from being a ‘luxury’ in business negotiations, may be a negotiator’s best counselor,” Shell writes.

Showing 61-65 of 65