"Blur" by Stan Davis and Christopher Meyer
By Stuart Cranier
Blur: The Speed of Change in the Connected Economy by Stan Davis and Christopher Meyer (265 pages, Addison-Wesley, 1998) |
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"Knowledge Works: Managing Intellectual Capital at Toshiba" by W. Mark Fruin
By Barbara Presley Noble
Knowledge Works: Managing Intellectual Capital at Toshiba by W. Mark Fruin (267 pages, Oxford University Press, 1997) |
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"The Living Company" by Arie de Geus
By Stuart Crainer
The Living Company: Habits for Survival in a Turbulent Business Environment by Arie de Geus (215 Pages, Harvard Business School Press, 1997) |
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Should Business Schools Teach Aristotle
By Paul A. Argenti and Janis Forman |
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The Value of Big Banking
By Peter C. Davis and Atul Kamra |
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Market Entry Strategies: Pioneers Versus Late Arrivals
By Gurumurthy Kalyanaram and Ragu Gurumurthy
What is the best way to move into a new market? If you do not have a first-in advantage, attack the one who does. |
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Post-Merger Integration: How I.B.M. and Lotus Work Together
By Glenn Rifkin
To create a successful merger requires respecting each partner's differences. It also requires procedures for settling disputes and integrating workforces strategically. |
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Corporate Breakups
By Andrew Campbell and David Sadtler
Acquisitions are all the rage, but when it comes to creating value, big is not always better. What matters is how a company's pieces work together. |
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Constrained Change - Unconstrained Results
By Jeffrey W. Bennett
History teaches that to get lasting results from a change program, it is vital to begin with a vision of the future and create incentives that motivate people to achieve those ends. |
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Creating Customer Value Through Industrialized Intimacy
By Peter Kolesar, Garrett van Rysin and Wayne Cutler
To really serve customers requires a deep understanding of their needs. It also requires customization, personalization and empathy. |
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The Centerless Corporation: A Model For Tomorrow
By Bruce A. Pasternack and Abert J. Viscio
High-performance companies are structured around knowledge, people, values and coherence. They know what they stand for. They also know how to share services. |
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An Interview with Jeffrey Pfeffer
By Joel Kurtzman |
