- The recession has moved the most advanced CEOs beyond "the vision thing."
- Value chain mapping can find hidden value in even the oldest industries.
- Companies spent the 20th century managing efficiencies. They must spend the 21st century managing experiences.
- It’s not enough to know your customers. You have to integrate them into your company.
- Purchasing can deliver ongoing benefits, but only if it cycles through a series of linked disciplines.
- The world’s most populous nation has become a capitalist’s paradise, supplanting Asia’s “tiger economies” — and soon, perhaps, the West.January 11, 2002 by Kenichi Ohmae
- Marketers worry about top-line revenue, while operations people fret about cost. Differentiated Service Policies allow them to coexist.
- A 10-year debate between two feuding gurus sheds some light on a vexing business question.January 9, 2002 by Art Kleiner
- The innovator’s educator looks at why great companies fail and why theory trumps data.October 1, 2001 by Lawrence M. Fisher
- Once the subject of annual planning, strategy today must live inside the fiber of the enterprise.
- Free-Market Fiction: Three Centuries of Capitalist CharactersOctober 1, 2001 by Kate Jennings
- On brand communities, European unions, economic forecasting tools, and other topics of interest.July 1, 2001 by Martin Morse Wooster
- Cisco. Sony. Palm. Contract manufacturers gave OEMs more supply chain headaches than solutions. What went wrong. What needs to be done.
- The Harvard strategy guru errs when he says partnerships erode competitive advantage, the author contends. Instead, they are now central to business success.July 1, 2001 by Don Tapscott
- July 1, 2001 by Arthur M. Schneiderman
- The solution to more efficient supply networks lies not with “frictionless” technologies, but with shared objectives and insights across the extended enterprise. Call it “Federated Planning.”
- Internet auctions create losers as well as winners. Game theory shows companies how to improve their chances.
- "Revolutionaries" and "change agents" can keep companies vibrant. But to drive profitable growth, now and tomorrow, you need leaders who can create value, align people to value, and deliver value.
- January 1, 2001 by Kevin G. Coleman
- To grow a new fiber-optics business at Internet speed, the Canadian giant gave up manufacturing and turned its vendors into strategic partners.January 1, 2001 by Lawrence M. Fisher
- The short self life of Priceline's WebHouse shows some products aren't suited to dynamic pricing. But it doesn't mean the model can't work.
- Companies never capture all the value they create. To become wildly profitable, you have to assume more responsibility for your customers.
- Britian had it all — brains, ideas, and inventions like radar and pencillin — but the U.S. brought the best to the market. The lesson is sobering: Native brilliance needs a national backup drive.July 1, 2000 by Harold Evans
All articles tagged: manufacturing
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