Winter 2001
Volume 42, Issue # 2

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Issues archive

Does the "E" in E-Business Stand for "Exit"?

  • Read Time: 3 min 

The conventionally correct economic answer to this problem is as simple and straightforward as it is brutal: Choose the old sales channel that leads to economic suicide. The “right” strategy is, in fact, an exit strategy.

Three Strategies for Managing Fast Growth

  • Read Time: 24 min 

Managers can’t leave growth to chance. They should have a strategy for growing as well as for applying new knowledge faster than their competitors.

The Past and Future of Competitive Advantage

  • Read Time: 16 min 

Since the very existence of competitive advantage sets in motion creative innovations that cause the advantage to dissipate, strategists must understand the processes of competition and progress and the factors that undergird each advantage. Only then will they be able to see when old advantages are poised to disappear and how new advantages can be built in their stead.


Leading in Unnerving Times

  • Read Time: 16 min 

Warren Bennis and a panel of experts in leadership development discuss the “legitimization of doubt,” which frees managers to admit they don’t know everything and to begin the serious learning that improves competitiveness. “Most managers find it unnerving to be thrown into situations they can’t anticipate,” says Bennis. “Accustomed to being on top of everything, they are now experiencing doubt. And they should be.”

Making Business Sense of the E-Opportunity

  • Read Time: 27 min 

Web-based technology is creating opportunities to rethink business models, processes and relationships along the supply chain. How new are the strategic concepts? The author constructs a coherent map of the e-opportunity by identifying three domains that exist within operations, marketing and customer service.

How Assumptions of Consensus Undermine Decision Making

  • Read Time: 26 min 

Decision making is an art and a science, with no simple rules. Although intuitive judgment has benefits, evidence suggests that it often runs contrary to rational thinking, with managers’ confidence in their judgments and predictions far exceeding objective accuracy rates. A key culprit in undermining intuitive judgment: social projection, also known as the false-consensus effect. Counteracting this bias requires concerted individual and group efforts.

Old Laws Hobble the New Economy Workplace

  • Read Time: 3 min 

Employment conditions have changed in almost every way but the way regulators see the issues. The old model is obsolete.


How Nimble Companies Stay That Way

  • Read Time: 3 min 

“Strategy Innovation Routines” enable GE Capital, Enron and other companies to adapt to changing business conditions.

What’s Next After Lean Manufacturing?

  • Read Time: 5 min 

Genetic algorithms, virtual-engineered-composite cells and the Internet help increase speed and product variety.

Will Users of ERP Stay Satisfied?

  • Read Time: 2 min 

Although the satisfaction rate for enterprise-resource-planning software is high, a newer option may be better for e-commerce.


Innovating Our Way to the Next Industrial Revolution

  • Read Time: 49 min 

What's so new about the New Economy? Our real future lies in building sustainable enterprises and an economic reality that connects industry, society and the environment.

Turning Browsers Into Buyers

  • Opinion & Analysis
  • Read Time: 4 min 

A new computer model could help online retailers predict which window shoppers are on the verge of a purchase.