Featured Operations Articles
Richard A. D’Aveni
New digital technologies are changing the rules of competition by expanding the boundaries of what a company can handle and introducing new sources of advantage.
Omar Abbosh et al.
Accelerating compression of both revenues and profits in some businesses can be fatal, and fast.
Tausif Bashir and Shardul Phadnis
New research demonstrates how the most efficient network designs also account for changing market conditions.
Karen A. Brown et al.
Projects can lose momentum if stakeholders grow skeptical. Here’s how to avert a ‘cycle of doubt.’
Nelson P. Repenning et al.
Articulating what problem you’re trying to solve is an important (and underrated) management skill.
There’s value in looking at good processes to figure out what works.
Mark Keil et al.
Will your next big IT project be on time and deliver what was promised? Maybe — but maybe not.
William R. Kerr
Companies entering global markets should identify an approach that best suits their business model.
Shameen Prashantham and George S. Yip
Partnering with emerging-market startups is easier if four key factors can be addressed.
For many companies, the headaches of being global are intensifying, The Economist says. In most sectors domestic peer companies are growing faster than multinationals.
Murali D.R. Chari et al.
Multinationals need to start viewing market intelligence as a strategic asset in emerging markets.
María Jesús Sáenz and Elena Revilla
By planning for disruption from natural disasters, Cisco Systems improved its supply chain resilience.
Multi-sourcing can lessen the risk of supply chain disruption. But it introduces risks of its own.
Mary C. Lacity and Leslie P. Willcocks
Early adopters of software robots exemplify how companies generate tangible benefits via service innovations in three ways: (1) by developing an approach to service automation supported by top management, (2) by initiating effective processes that deliver value to customers and employees, and (3) by building enterprise-wide skills and capabilities. Managers interested in capturing the benefits of service automation need to pursue all three avenues.
Sheryl E. Kimes and Joel E. Collier
Consumers are not running away from self-service options — just poorly implemented ones. Managers often underestimate customer’s need for employee interaction during a self-service experience, as well as customer desires for convenience and for transaction speed. “These three areas have a tremendous impact on the implementation of a self-service technology,” write the authors, “and might explain why some self-service applications have received a lukewarm reception.”
August 23, 2016 | Ha Hoang and Frank T. Rothaermel
Companies that lack the resources and knowledge to undertake key strategic growth initiatives often seek partners who can fill in the gaps. The skills that make such alliances work, however, aren’t well understood; executives often make flawed assumptions that prevent the partnership from achieving its goals. An integrative, holistic framework for alliance management helps executives avoid these pitfalls and create value via strategic alliances.