- Research Feature
- Read Time: 23 min
How a paper mill used price-based concepts as part of a strategy to reduce cost and regain profitability.
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The more companies outsource, the more they approach virtual organization, with knowledge centers interacting through mutual interest and electronic systems. To mitigate the risks associated with reduced authority, companies must develop “best in world” capabilities, leverage the capabilities of others and innovate constantly. The author shows how to slash innovation cycle times and costs by 60%-90% and develop the full potential of intellectual outsourcing.
In the continuous battle for strategic supremacy, leaders and challengers must control the patterns of turbulence and select an appropriate method for creating wealth.
Firms have always had difficulty spotting new competitors, and business history is full of stories about incumbent market leaders being displaced by a smart new entrant. If anything, the task seems even harder today.
A platform is a collection of components, processes, knowledge, people, and relationships shared by a set of products, allowing companies to efficiently develop differentiated products and to better meet customer needs. The authors describe the benefits and challenges of platform planning, presenting three underlying ideas, a method for planning a new product platform, and recommendations for managing the process.
Strategy in many companies seems to have gone astray, and the author has identified the reason: Managers are focusing on it in isolation instead of establishing the preconditions to successful strategy innovation. Only those companies that are constantly able to reinvent themselves will survive. The author shows how to improve strategy making and create wealth through a pluralistic process, collaboration across industries and market experimentation.
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.
Three forces are changing the customary rules of distribution channel management: proliferating customer needs, shifts in the balance of power in channels and changing strategic priorities. The authors propose a strategic approach to planning for future channel configurations, control of the channel and resource commitment.
Although most managers recognize the critical role a companywide vision can play today, many are intimidated by the challenge of developing one. The author offers guidance by first explaining how and why a vision works. He then presents a template tested in the corporate, nonprofit, and public sectors for creating an effective vision. Finally, his analysis of why some great visions fail can help executives avoid potential pitfalls.
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.
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