- To really serve customers requires a deep understanding of their needs. It also requires customization, personalization and empathy.
- July 1, 1998 by Glenn RifkinTo create a successful merger requires respecting each partner's differences. It also requires procedures for settling disputes and integrating workforces strategically.
- Disparaged in the developed world, emerging-market conglomerates are here to stay, provided they adapt to their ever-changing environment. If they do adapt, what role are they likely to play?
- January 1, 1998 by Jay A. CongerGeneration X managers are different from those in the baby boom generation. They are more skeptical, cooler and have different values. The way to get this independent group to perform is to make them understand.
- January 1, 1998 by Murray WeidenbaumWhy have family-owned conglomerates founded by ethnic Chinese become key economic factors throughout Asia? The answers are trust and tradition.
- October 1, 1997 by Victoria GriffithTechnology is not neutral. At its best, it is an enabler that helps companies achieve their business goals -- if they use it correctly.
- October 1, 1997 by John HolushaAK Steel went from industry laggard to industry leader. Its transition has a great deal to teach business about transformation.
"Inside the Kaisha: Demystifying Japanese Business Behavior" by Noboru Yoshimura and Philip AndersonOctober 1, 1997 by Barbara Presley NobleInside the Kaisha:Demystifying Japanese Business Behavior by Noboru Yoshimura and Philip Anderson (259 pages, Harvard Business School Press, 1997)
No Hands: The Rise and Fall of the Schwinn Bicycle Company, an American Institution by Judith Crown and Glenn ColemanJuly 1, 1997 by Barbara Presley NobleNo Hands: The Rise and Fall of the Schwinn Bicycle Company, An American Institution by Judith Crown and Glenn Coleman (350 pages, Henry Holt & Company, 1996)
- April 1, 1997 by Glenn RifkinCisco Systems plans to dominate its market and is well on the way, having acquired 14 companies since 1993. While many acquisitions bring with them attendant stress, Cisco has more than doubled its sales and net income in 1996. The secret: not just buying, but finding organizational synergies prior to the purchase.
- The European Union is the largest single market in the world, and among the most affluent. Does that mean companies should be poised for expansion into the EU? It may take another three to four years before the market stabilizes enough for global players to think about establishing new EU locations.
- April 1, 1997 by Jorge H. FortezaAs one of the world's most dynamic regions, Latin America's tranforming economies offer large-scale opportunities and challenges for multinational players.
- January 1, 1997 by Bill BurnhamSecond in a series.
- July 1, 1996 by Lawrence M. FisherDatabases have long helped managers operate their businesses. Now, more companies are using a special kind for analytical tasks. The payoff can be enormous: everything from transformed business models and stronger customer relationships to new sources of revenue.
- July 1, 1996 by Rosabeth Moss KanterMochtar Riady, the son of immigrant shopkeepers, got his start in banking in 1960. Now he heads a global financial powerhouse with $11 billion in assets. The secret? Putting everything into allegiances and alliances to gain a foothold on the world stage.
- July 1, 1996 by Bill Burnham
- July 1, 1996 by Charles E. Lucier
Whither Germany? Whither Europe? A Conversation With Prof. Norbert Walter, Chief Economist Deutsche Bank GroupApril 1, 1996 by Joel KurtzmanA Conversation With Prof. Norbert Walter, Chief Economist Deutsche Bank Group
- April 1, 1996 by Joel Kurtzman
"The Confidence Game: How Unelected Central Bankers Are Governing the Changed World Economy" by Steven SolomonApril 1, 1996 by Barbara Presley NobleThe Confidence Game: How Unelected Central Bankers Are Governing the Changed World Economy by Steven Solomon (606 pages, Simon & Schuster, 1995)
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