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The planner's environment—thorns among the roses
Tập 7 Số 2 - Trang 7-11 - 1979
Administrators of corporate planning are normally given their best opportunities
in the initial stages of the planning process; for the beginning is when
operating executives are most likely to be proselytized.
Profile of the corporate planner updated
- 1982
This article is based on a survey of chief corporate planners conducted in 1981.
It updates selected data included in the authors' 1979 and 1980 surveys (see
Planning Review, January 1980 and November 1980) and provides new data about
additional aspects of planning. The survey was conceived and sponsored by
Johnson, Smith & Knisely, Inc., executive search consultants. It was designed
and conducted...
Pacific/Asian markets
- 1986
U.S. companies are increasingly recognizing the potential of doing business in
the Pacific/Asian Rim. But as they begin to explore the opportunies in the area,
they're meeting pitfalls they never imagined existed.
Twelve scenarios for Southern California Edison
Tập 20 Số 3 - Trang 30-37 - 1992
Southern California Edison decided to plan for future uncertainties by writing a
series of plausible scenarios and preparing flexible responses for each of them.
The Rapidly Growing Pump Company: Marketing for competitive advantage
- 1988
The Rapidly Growing Pump Company (RGP) is a strong performer in the equipment
business. It is a subsidiary of a fast‐track Fortune 500 company, one that
emphasizes growth and profitability.
Taking creative leaps
Tập 18 Số 1 - Trang 34-38 - 1990
“The creative leap is achieved by imagining idealistic solutions first, then
thinking logically backward to solve the problem in the reverse direction.”
“Getting Value from Strategic Planning”
Tập 16 Số 3 - Trang 42-48 - 1988
There were a lot of eager customers at the Conference Board's annual strategic
planning conference in March. Many of us had just read Walter Kiechel's Fortune
article about “Smart Corporate Strategy for the 1990s” (February 29, 1988),
which presents a remarkable reversal of the publication's skeptical attitude
toward strategic management thinking. As a result, I felt the conference theme,
selected...
Flexible, integrated operations: The new Japanese challenge
Tập 21 Số 5 - Trang 49-50 - 1993
Many Japanese companies are experiencing declines in profitability because of a
labor shortage, rising interest rates, Japan's aging population and the
restraints of the social contract of life‐time employment. In response, they are
moving to a new phase of competition beyond quality and just‐in‐time
manufacturing, developing process reengineering strategies to cope with the
recessionary, marketpl...
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...
A six‐step guide to process reengineering
Tập 21 Số 2 - Trang 20-23 - 1993
This model integrates proven management tools such as Total Quality Management,
benchmarking, customer‐satisfaction measurement, and cross‐functional team
building into an innovative process reengineering program.