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THIS EDITION POSTED MARCH 10, 2008
INFORMATION TECHNOLOGY How to Tap IT's Hidden Potential
Too often, there's a wall between a company's information-technology department and everything else. That wall has to go.
By Amit Basu and Chip Jarnagin

MULTIMEDIA

VIDEO The chief information officer's role has become so important that it can now be a steppingstone to the CEO's office. Amit Basu discusses this development and its implications in an interview with the Journal's Carol Hymowitz.
DISCUSSION To what extent is there a glass wall between the IT group and the rest of your company? How has that wall hampered your company? What, if anything, has management done to break it down? Are there specific initiatives that you feel were effective or ineffective? Join the discussion
AUDIO Companies must make sure IT isn't misunderstood by everyone but the most technologically savvy employees. Chip Jarnagin talks with Carol Hymowitz about how to best do this.

OPERATIONS Beyond Buying
Supply-chain managers used to have one main job: purchasing stuff cheaply. They need a whole new skill set now.
By Larry C. Giunipero, Robert B. Handfield and Douglas L. Johansen

MULTIMEDIA

AUDIO Companies are broadening their global supply chains beyond China to places like North Africa and Vietnam. Robert Handfield talks with the Journal's Carol Hymowitz about what's driving the change, what companies need to assess about their prospective new frontiers, and what it takes to make them work.

GLOBAL BUSINESS Protecting Your Intellectual Property in China
By David McHardy Reid and Simon J. MacKinnon

CORPORATE REPUTATION What to Do About Online Attacks
Step No. 1: Stop ignoring them
By Christopher L. Martin and Nathan Bennett

MULTIMEDIA

VIDEO Nathan Bennett talks with the Journal's Carol Hymowitz about which of a company's managers can best respond to online attacks.

HUMAN RESOURCES The HR Department: Give It More Respect
By Edward E. Lawler III

ORGANIZATION Putting Ideas to Work
Knowledge management can make a difference—but it needs to be more pragmatic
By Thomas H. Davenport, Laurence Prusak, and Bruce Strong

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