Executing Strategy

Showing 41-60 of 67

03-Leading-your-team-500

The Shareholders vs. Stakeholders Debate

Does the belief that a manager‘s overriding duty is to maximize shareholder returns encourage socially destructive actions by corporations? Employing economic, legal and behavioral analyses, the author concludes that, although the shareholder theory is often inaccurately maligned, stakeholder theory may be more conducive to curbing the kind of impropriety seen at Enron and Global Crossing.

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02-Strategy-500

Mastering Strategic Movement at Palm

How do you compete with opponents that have size, strength and history on their side? The authors use Palm Computing (later Palm Inc.) to illustrate how the core principles of judo strategy — movement, balance and leverage. The offer lessons and specific techniques that other companies can emulate in order to compete successfully with a stronger player.

01-Operations-500

Profits and the Internet: Seven Misconceptions

The Internet has created new markets, customers, products and modes of conducting business. The authors explain why seven popular strategies are not the path to profitable growth and provide thoughtful guidelines for avoiding misconceptions and taking a sensible approach to business on the Internet.

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05-Strategy-500

Strategic Outsourcing: Leveraging Knowledge Capabilities

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.

Showing 41-60 of 67