Steal This Idea!
Knowledge remains the strongest force for business-building — if you're willing to link it to the bottom line and borrow inspiration from everywhere.
Amazon Your Industry: Extracting Value from the Value Chain
The inefficient, tradition-bound, $4 billion trade-book industry is using the Internet to unlock an additional $2 billion-plus.January 1, 2000 by Tim Laseter, Patrick W. Houston, Joshua L. Wright, and Juliana Y. ParkThe Godzilla of the New Economy
In an exclusive excerpt from his next book, the former head of McKinsey Asia explains why Amazon.com, CNN and others have achieved an almost unassailable global dominance.January 1, 2000 by Kenichi OhmaeThe Action Lab: Creating a Greenhouse for Organizational Change
How do you mobilize your company for rapid change? The Action Lab catalyzes "out of the box" thinking-and empowers the company to act.October 1, 1999 by Richard T. Pascale and Anne H. MillerChannel Champions: The Rise and Fall of Product-Based Differentiation
Welcome to the new era — where companies are known by their innovative channels, not their commoditized products.October 1, 1999 by Evan Hirsh and Steven WheelerBeyond Stupid, Slow and Expensive: Reintegrating Work to Improve Productivity
Division of labor soon will be supplanted by a new paradigm — the reintegration of work.October 1, 1999 by Charles E. Lucier and Jan Dyer Torsilieri"When Giants Stumble: Classic Business Blunders and How to Avoid Them" by Robert Sobel
When Giants Stumble: Classic Business Blunders and How to Avoid Them by Robert Sobel (368 pages, Prentice Hall Press, 1999)July 1, 1999 by Stuart CrainerMultinationals in the Next Decade: Blueprint, Flow and Soul Building the Modern Multinational Organization
The builders of modern multinationals draw inspiration from the architecture of buildings: Design a blueprint, manage the flow of resources and inject some soul.July 1, 1999 by Jorge H. Forteza and Gary L. NeilsonMaking ERP Succeed: Turning Fear into Promise
No one ever said enterprise resource planning was easy. Here's how to make it work - on time and under budget.April 1, 1999 by Scott Buckhout, Edward Frey, and Joseph Nemec Jr.Label of Origin: Made on Earth
Barriers to trade - language, education, buying power - are fast disappearing. No longer is it so important that a product was "Made in China," or Canada, or France. Labels of country of origin have been largely a matter of semantics for years. Now, with new trade agreements among nations, the only label that might make sense is "Made on Earth."April 1, 1999 by Cesare Mainardi, Martin Salva, and Muir SandersonBranding.com: How Bricks-and-Mortar Companies Can Make it on Internet
How do you turn your real-estate investments into a thriving Web storefront? Make sure you have a strategic approach to reaching your customers.April 1, 1999 by Victoria GriffithTen Steps to a Global Human Resources Strategy
Creating an effective global work force means knowing when to use "expats," when to hire "locals" and how to create that new class of employees -- the "glopats."January 1, 1999 by John A. Quelch and Helen BloomBalanced Sourcing the Honda Way
October 1, 1998 by Tim LaseterCreating Customer Value through Industrialized Intimacy
To really serve customers requires a deep understanding of their needs. It also requires customization, personalization and empathy.July 1, 1998 by Peter Kolesar, Garrett van Rysin, and Wayne CutlerMarket Entry Strategies: Pioneers Versus Late Arrivals
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.July 1, 1998 by Gurumurthy Kalyanaram and Ragu GurumurthyThe Right Way to Achieve Profitable Growth in the Chinese Consumer Market
The Chinese consumer market has awesome demographics. It is huge, young and growing. But competition in the consumer market is growing, too. To win in China, companies must create strategies that overcome pitfalls while taking advantage of local strengths.April 1, 1998 by Edward TseStrategic Value Analysis for Competitive Advantage: An Illustration from the Petroleum Industry
Managers can do a far better job if they understand how each process they manage adds value. SVA is a tool for gaining that understanding.January 1, 1998 by John K. Shank, Eric Spiegel, and Alfred EscherCost Modeling: A Foundation Purchasing Skill
At the heart of best practice in purchasing is a set of skills. One of the most important is the one that enables managers to understand what determines cost.January 1, 1998 by Julie A. Ask and Tim LaseterInside Dell Computer Corporation: Managing Working Capital
The secret to excellence lies in doing many things well. It also requires staying focused on the goal even when tempted to do otherwise.January 1, 1998 by Lawrence M. FisherWhy Knowledge Programs Fail: A C.E.O.'s Guide to Managing Learning
What is the purpose of a company's knowledge program? To improve at a rate faster than the competition.October 1, 1997 by Charles E. Lucier and Jan Dyer TorsilieriWhat Does Business Owe Society?
October 1, 1997 by Bernard AvishaiLearning From the Turnaround at AK Steel
AK Steel went from industry laggard to industry leader. Its transition has a great deal to teach business about transformation.October 1, 1997 by John HolushaThe Added-Value Theory of Business
October 1, 1997 by Adam M. Brandenburger and Barry Nalebuff10x Value: The Engine Powering Long-Term Shareholder Returns
What does it take to grow shareholder value at world-class rates? More than profit and revenue increases. It takes strategic innovation to make it into the top tier.July 1, 1997 by Charles E. Lucier, Leslie H. Moeller, and Raymond HeldThe Rocky Road from Startup to Big-Time Player: Biogen’s Triumph Against the Odds
How does a fledgling company become an industry powerhouse? By managing itself professionally and betting on the right products. The case of Biogen shows how it can be done.July 1, 1997 by Lawrence M. Fisher
All articles tagged: manufacturing
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