- From governance guru Ira Millstein and others, complex counsel on blending oversight and intervention.
- August 25, 2004 by Lawrence M. FisherWhen growth slowed in Y2K, the computer maker’s leaders realized they needed to redesign their win-at-all-costs culture.
- June 1, 2004On corporate theater, social enterprises, activity-based cost accounting, and other topics of interest.
- A new form of decision analysis is helping executives reevaluate risk management.
- May 21, 2003 by Ann GrahamThe Harvard Business School ethics scholar says values are defining a new standard of corporate performance.
- On securities analysts, innovation, European happiness, Asian competitiveness, and other topics of interest.
- October 10, 2002 by David K. HurstFrom the High Ground to the Swamp
- On university high-tech spin-offs, outsourcing strategy, measuring intellectual capital, and other topics of interest.
- Election reform in the U.S. is the ultimate change-management project. One principle must guide it: Treat voters like customers.
- July 1, 2001 by Des DearloveSilicon Valley still dominates the technology map, but European high-tech clusters are closing in.
- July 1, 2001 by Randall RothenbergThe innovation historian looks to China, India, and Israel to discover 100,000-year-old lessons in business management.
- 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.”
- January 1, 2001 by Lawrence M. FisherRethinking the ABCs at the Strategic Management Society's annual meeting.
- Knowledge remains the strongest force for business-building — if you're willing to link it to the bottom line and borrow inspiration from everywhere.
- April 1, 1999 by Janis FormanCommunications are suffering from an overemphasis on graphics and multimedia that are turning boardrooms into video-game parlors. Learn the art of storytelling to get your agenda across.
- Acquisitions are all the rage, but when it comes to creating value, big is not always better. What matters is how a company's pieces work together.
- To compete, companies are forming alliances as never before. But quantity does not equal quality. Succeeding in an alliance requires creating the right structures for the right situations.
"Leaning into the Future: Changing the Way People Change Organizations" by George Binney and Colin WilliamsOctober 1, 1996 by Stuart CrainerLeaning into the Future: Changing the Way People Change Organizations by George Binney and Colin Williams (175 pages, Nicholas Brealey Publishing Ltd., 1995)
- July 1, 1996 by Charles E. Lucier
"The Boundaryless Organization: Breaking the Chains of Organizational Structure" by Ron Ashkenas, Dave Ulrich, Todd Jick and Steve KerrApril 1, 1996 by Barbara Presley NobleThe Boundaryless Organization: Breaking the Chains of Organizational Structure by Ron Ashkenas, Dave Ulrich, Todd Jick and Steve Kerr (364 pages, Jossey-Bass, 1995)
- October 1, 1995 by Barbara Presley NobleThe Total Package: The Evolution and Secret Meanings of Boxes, Bottles, Cans and Tubes by Thomas Hine (289 pages, Little Brown, 1995)
- October 1, 1995 by Barbara Presley NobleKeeping Good Company: A Study of Corporate Governance in Five Countries by Jonathan Charkham (389 pages, Oxford University Press, 1995)
- Freek Vermeulen is an Associate Professor of Strategy and Entrepreneurship at the London Business School. He relies on academic research to gain insight into how organizations really work.
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