In this issue
- Booz & Company’s annual study of the world’s biggest corporate R&D spenders finds that most companies have stuck with their innovation programs despite the recession — and many are boosting spending to compete more effectively in the upturn.
- Why the impact of this preeminent, farsighted management writer is still so difficult to gauge.
- This bedrock U.S. manufacturing sector is facing consolidation, further cutbacks, and renewal.
- How to choose which units to cut and which to keep.
- Twelve strategies to shape a company’s destiny.
- Economic recovery in China, India, and elsewhere in the region could be the strongest source of sustained global growth for years to come.
- Though often missing, a formal operations strategy can guide the crucial decisions that build competitive advantage.
- The U.S. military’s elite training programs offer a model for the strategic deployment of human capital and for building effective teams.
- A leading proponent of natural capital valuation says we can build long-term prosperity by assigning prices to the ecosystems next door.
- When presented with options that evoke a measure of self-control, consumers may behave in a way that contradicts their goals.
- Companies should deliberately disrupt the normal flow of work at multiple levels, because it can lead to breakthroughs for the organization.
- In industries that offer necessary but often undesirable services, managers must strive to understand how their services affect the stress levels of their customers.
- After disasters, broker organizations can help corporations act quickly by matching corporate dollars to humanitarian need.
- Emotions can get in the way of rational decision making. Anger, in particular, can make employees increase their commitment to a failing plan.