- High-performance companies are structured around knowledge, people, values and coherence. They know what they stand for. They also know how to share services.
- July 1, 1998 by Jeffrey W. BennettHistory teaches that to get lasting results from a change program, it is vital to begin with a vision of the future and create incentives that motivate people to achieve those ends.
- April 1, 1998 by Glenn RifkinAs product life-cycles become shorter, the ability to innovate becomes a more important factor. But how do you innovate consistently? And how do you manage creative people whose jobs require them to "think differently"? Broderbund shows the way.
- April 1, 1998 by Martin Kretschmer
- 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.
- What is the purpose of a company's knowledge program? To improve at a rate faster than the competition.
- With the marketplace changing so rapidly and product lives shortening, sales has become a strategic issue. But how do you make certain it is managed properly and that a company's best customers are satisfied? You do it by making sales a boardroom issue.
- The New People Partnership heralds the appearance of a different "company man and woman." As corporations and employees grapple with the new realities that exist between them, organizations must do more to make workers employable within their own companies.
- 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.
- July 1, 1996 by Barbara Presley NobleCo-opetition by Adam M. Brandenburger and Barry J. Nalebuff (290 pages, Currency/Doubleday, 1996)
- January 1, 1996 by Joel Kurtzman
- January 1, 1996 by Lawrence M. Fisher
- January 1, 1996 by Jay A. CongerLeadership programs offer everything from white-water rafting to encounter groups. But do they really train leaders? Yes, if they take a multi-tiered approach and recognize that it takes skill and time to succeed.
- January 1, 1996 by Tim Laseter
- Customer-driven product innovation, hidden financial risks, consumer boycotts, and other topics of interest.
- The Needs of the Followers
- by Rob WalkerNo Simple Tales of Thievery
- Trait by trait, companies can evolve their own execution cultures.
- by James OgilvyIn an uncertain world where competitive advantage is insecure, setting strategy must become an existential exercise.
- by Bill George
- by Des DearloveThe controversial U.K. economist dismantles four myths about the American business model.
- Vicar and visionary, modern management’s most eminent philosopher says it takes a village to build a company.
- Cookie-cutter programs are producing look-alike MBAs. Contemporary companies want creative, collaborative thinkers and leaders.
All articles tagged: motivation
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