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Cross‐sectional analysis: The new frontier in planning
Tập 6 Số 2 - Trang 17-20 - 1978
Cross‐Sectional vs. Time‐Series Analysis. The strategic position of a business
is not immutable. It can be altered by external changes in the market it serves,
the technology it uses or by a conscious strategic choice. When such changes do
occur, a business's own historical experience may be a poor basis for predicting
what will happen next. If a planning tool is based solely on the experience of ...
A Practical guide for implementing reengineering
- 1994
The only true gauge of successful reengineering is whether the reengineered
process delivered results that increased the competitive advantage of the
organization. Therefore, success lies not only in executing a well‐defined
methodology, or in developing leading‐edge technology or a set of human‐resource
enablers, but in effectively implementing the changes.
How to get your boss's job
Tập 7 Số 2 - Trang 27-30 - 1979
There are many whose chief goal in life is to get their bosses' jobs.
Making reengineering strategic
Tập 22 Số 4 - Trang 6-43 - 1994
Many managers wrongly think of business process reengineering only in terms of
automating paperwork to cut costs and headcount. But the methodology can also be
used to create sets of superior business processes that together produce unique
goods and services their customers value highly. In the following cases the
companies have achieved important competitive advantage because their
customer‐servi...
Linear programming
Tập 3 Số 5 - Trang 21-21 - 1975
Planning is preparing for the future. Management science helps planners
visualize the future by: Comparing probable outcomes of alternative strategies,
Finding a good solution from thousands (or millions) of possibilities, Testing
the potential impacts of uncertain factors, Predicting the performance of
systems of people and machines.
The crisis of unmanageability: Adapt to change or perish
- 1978
Today we are experiencing in the increasingly turbulent corporate environment,
nothing less than a challenge to the Divine Right of Management. We see this
phenomenon not only in the external challenges to large (bureaucratized)
corporations and other institutions by consumers, environmentalists, civil
rights and women's organizations, and those demanding greater corporate
accountability, but also...
National planning for goals, not plans
- 1976
It is easy to generate enthusiasm these days for consideration of national
planning and national plans. In an era of increasing complexity and
interdependence of the different elements in our society, it seems clear that
something new should be tried.
Leadership practices in marketing
- 1994
What are the cutting edge leadership practices in marketing today, and how do
they differ from what your company is doing? In order to analyze how the most
successful companies operate their marketing process, A. T. Kearney recently
completed a six‐month study of marketing leadership practices for six
multi‐billion dollar corporate sponsors.