- 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 Holusha
- 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.
- 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
- If Japan is to be a front-runner in the era of innovation it must demonstrate leadership in developing new industries and products. To do so requires managers to adopt a new "hands-on" approach and to take greater risks.April 1, 1997 by Motokazu Orihata
- As one of the world's most dynamic regions, Latin America's tranforming economies offer large-scale opportunities and challenges for multinational players.April 1, 1997 by Jorge H. Forteza
- Robert J. Thomas, president and chief executive at Nissan, took time out to asses what he knew about the car business and where it is going. The result has been a radical rethinking of the business. Nissan is now in the midst of a major sea of change, entailing an internal shift from a business with a manufacturing mind-set to a marketing-oriented company that puts consumers' needs first.April 1, 1997 by Robert J. Thomas
- Japan's extraordinary postwar industrial success was defined by lean production, consensus and continuous improvement. But lately it has been the country's perceived weak points, such as lifetime employment and over-regulation, that have come to the forefront of the debate on Japanese management. But new ideas are emerging with the younger, more flexible generation of Japanese managers, which means there will still be plenty for the outside world to learn from Japan. Adapted from "The Witch Doctors" (Times Books, 1996).
- The trouble with most market segmentation programs is that they capture customers' preferences only at one point in time. Instead of snapshots, what is needed are moving pictures -- or what the authors call "evolutionary segmentation." By detecting unfolding trends, companies can gain a much better understanding of what customer preferences are likely to be tomorrow, and why.
- The relationship between Xerox and Fuji Xerox, its joint venture in Japan, is the centerpiece of this commentary on how alliances among companies are forging new units of economic power known as "constellations." Internal rivalry can put constellations at a disadvantage against single-company rivals, and the ability to manage the balance of competition and cooperation is critical to success.January 1, 1997 by Benjamin Gomes-Casseres
- In Taiwan, where business anonymity is the cultural norm, Stan Shih stands out.October 1, 1996 by Joel Kurtzman
- October 1, 1996 by Stephan-Götz Richter
- October 1, 1996 by Lawrence M. Fisher
- April 1, 1996 by Joel Kurtzman
- How do you institute real change while preserving a company's culture? Corning Incorporated did it by starting at the top and by creating a partnership to transform itself through a comprehensive reassessment of its existing costs and hopes for growth.
- January 1, 1996 by Joel Kurtzman
- January 1, 1996 by Lawrence M. Fisher
- More than ever, companies are realizing that their real advantage lies in what they know. But how do you manage knowledge?January 1, 1996 by Thomas H. Davenport
- Why is it that certain companies are so much better at "going global" than their peers? Because they know when to act locally, when to act globally, when to set a single standard and when to have many, argues Rosabeth Moss Kanter in this adaptation from her new book, "World Class: Thriving Locally in the Global Economy," (Simon & Schuster).October 1, 1995 by Rosabeth Moss Kanter
- It's Not Luck by Eliyahu M. Goldratt (283 pages, North River Press, 1994)October 1, 1995 by Robert Cranny
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