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R.J. Reynolds' growth plan: Where there's smoke there's opportunity
- 1985
Planning was not always a major consideration at R. J. Reynolds. Ten years ago
RJR, like most companies, had very little formal planning. However, since we
first opened our doors as a small tobacco business in 1875, we've grown
dramatically, becoming a somewhat curious assortment of related and unrelated
businesses.
Time: The next strategic frontier
- 1990
In order to build a time‐based organization a firm should: outline a time‐based
strategy, assess the feasibility of the strategy, and plan the changes. The
implementation stage requires drastic changes in company culture, structure,
systems, and the way work is accomplished.
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.
Making mass customization happen: Lessons for implementation
- 1993
A large dairy stopped endlessly battling competitors for market share and
instead concentrated on making the retailer and distributor the target of its
operation. This change in focus uncovered new opportunities to create
customer‐valued differentiation of its products. Case 2: At a time when most
insurance companies were debating whether their customer was the policy holder
or the beneficiary, th...
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...
Planning for research freedom at SRI
- 1980
SRI International (SRI) is a tax‐exempt, not‐for‐profit, applied‐research
organization incorporated in the state of California. Founded by Stanford
Uni‐versity in cooperation with a group of West Coast business leaders in 1946,
SRI separated from Stanford in 1970 and now has a self‐perpetuating board of
directors. Operating income is derived from contracts with clients: SRI has no
endowment, and r...
Editorial
- 1981
In theory, the annual budget for a company should not be formulated until after
the long term strategic plan has been developed, and goals, objectives and
business strategies have been defined for the company as well as for its
individual business units. Specifically, the budget should be consistent with
the financial plan of the first year of the strategic plan. Unfortunately, in
all too many org...
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.
Reassessing technology management
Tập 11 Số 4 - Trang 14-18 - 1983
The latest buzz word heard in boardrooms, business schools, seminars, executive
conferences, lectures, and in management consultants' proposals is “technology
management.” In this context, technology is not simply science applied, nor is
it simply research and development activity. Technology has become a synthetic
term for a number of techno‐socioeconomic forces at play in our material world.
And...