- Read Time: 18 min
According to innovation expert Eric von Hippel, users are often the first source of new products — and that has important implications for businesses.
Showing 21-40 of 55
With complex products such as automobiles, integration is a key element of performance. That means managers must understand which activities and competencies they can safely outsource and which they need to keep.
Looking for ways to keep the cost of materials and supplies low? In an article in the Spring 2009 issue of MIT Sloan Management Review, John A. Pearce II discusses the opportunities represented by product reconstruction.
Like most major change initiatives, going lean rarely looks good from the start. The operating efficiencies come quickly, yet sales and profits — for a while — get worse. The solution? Adopt a new financial reporting method that captures what’s really happening in the business.
As companies rely increasingly on external suppliers, there is an emerging and compelling need for “maestros”
A comparison of two Mexican factories suggests that global companies should go beyond monitoring codes of conduct and attack the problem of poor working conditions at its source by collaborating with their suppliers to implement new management systems.
Many manufacturers have established product development activities in different countries around the world. Yet their senior managers often struggle to tie those decentralized organizations into a cohesive, unified operation that can efficiently drive growth and innovation. New empirical frameworks may help unlock practices with which managers can deploy well-coordinated global product development strategies.
An organization’s ability to recover from disruption quickly can be improved by building redundancy and flexibility into its supply chain. While investing in redundancy represents a pure cost increase, investing in flexibility yields many additional benefits for day-to-day operations.
Showing 21-40 of 55