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Article
Publication date: 1 August 2003

Cathleen Benko and Warren McFarlan

Globally the automotive industry is transforming itself. During this period of uncertainty and discontinuity, entirely new ways of doing business are emerging. Three trends stand…

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Abstract

Globally the automotive industry is transforming itself. During this period of uncertainty and discontinuity, entirely new ways of doing business are emerging. Three trends stand out. Together, they represent a convergence of progressive thinking from the major players. Trend #1: The manufacturer’s changing relationship with its customers. Increasingly customers are being given the opportunity to customize their purchase, while the automakers are becoming more adroit at understanding which customers create the most value for them. The customer’s demand for speed of delivery plus the automaker’s desire to make only cars that customers want (so they won’t be stuck with inventories that must be sold at discount), have resulted in shrinking the “order to delivery” cycle. Another dimension is the fact that cars are evolving into electric appliances. Today, 22 percent of a car is electronic content. In ten years, that will be 40 percent. Connectivity will promote extended relationships with auto owners fostering a greater customer‐centric focus. Trend #2: New partnerships with suppliers. US automakers are becoming more like their Japanese and European competitors: they strive for cooperation and are purchasing entire subassemblies (such as doors or power trains) from suppliers. This is leading to radically new infrastructure to support design, procurement and logistical processes. By connecting with suppliers and sharing demand data, quality and responsiveness are improving and costs are being reduced.

Details

Strategy & Leadership, vol. 31 no. 4
Type: Research Article
ISSN: 1087-8572

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Article
Publication date: 1 February 2004

Cathy Benko and Warren McFarlan

Today, all companies are more dependent than ever on projects for growth; that is how innovations begin and are implemented. The problem is deciding, in an uncertain environment…

2189

Abstract

Today, all companies are more dependent than ever on projects for growth; that is how innovations begin and are implemented. The problem is deciding, in an uncertain environment, which projects are truly the high values ones and which ones need to be cancelled. This article offers a project management methodology as a solution. The three key premises: (1) successful management of your business’ project portfolio largely determines its ability to innovate and grow; (2) using an integrated analysis of the projects as a portfolio will better align them to the company’s strategic intent, promote agility to adapt to changing business conditions, redirect resources to higher‐value opportunities, and build improved capabilities; (3) adoption of three innovative practices to change the project management culture will manifest numerous performance improvements.

Details

Strategy & Leadership, vol. 32 no. 1
Type: Research Article
ISSN: 1087-8572

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Article
Publication date: 11 September 2007

Cathleen Benko and Anne Weisberg

This article introduces mass career customization, a system that encourages a continuous collaboration between employer and employee to design customized career paths, taking into

2507

Abstract

Purpose

This article introduces mass career customization, a system that encourages a continuous collaboration between employer and employee to design customized career paths, taking into account both the changing needs of the business and employees' changing lives. mass career customization is an adaptive model of career progression that offers employees career‐long options for keeping their work and personal lives in sync and employers the long‐term loyalty of their best and brightest.

Design/methodology/approach

MCC was first introduced through a 120‐participant implementation pilot that began within Deloitte Consulting LLP in 2005 and then continued through a year‐long second round pilot with approximately 300 participants in 2006.

Findings

Satisfaction with career‐life fit improved, in some case sharply. Nearly 90 percent said MCC positively influenced their decision to remain with the organization. Team leaders said the ongoing MCC process was an advantage in staffing new projects with top talent. Client service standards were maintained. Significant savings were achieved, primarily driven by positive impact on retention and associated revenue. Positive correlation between MCC and retention was identified. Improved employee satisfaction, morale and productivity.

Practical implications

The MCC framework lays out a definite set of options along each of the four core dimensions of a career – Pace, Workload, Location/Schedule and Role – with specified tradeoffs for each choice, allowing for choices to change over time.

Originality/value

Customizing careers within a corporate lattice system offers significant benefits over the traditional corporate ladder. Deloitte's MCC model has the power to inspire greater employee productivity, reduce the costs of turnover and generate greater loyalty through a collaborative approach to designing careers.

Details

Strategy & Leadership, vol. 35 no. 5
Type: Research Article
ISSN: 1087-8572

Keywords

Available. Content available
Article
Publication date: 1 August 2003

Robert M. Randall

521

Abstract

Details

Strategy & Leadership, vol. 31 no. 4
Type: Research Article
ISSN: 1087-8572

Available. Content available
Article
Publication date: 1 August 2003

Bristol Lane Voss

220

Abstract

Details

Journal of Business Strategy, vol. 24 no. 4
Type: Research Article
ISSN: 0275-6668

Available. Content available
Article
Publication date: 11 September 2007

Catherine Gorrell

106

Abstract

Details

Strategy & Leadership, vol. 35 no. 5
Type: Research Article
ISSN: 1087-8572

Available. Content available
Article
Publication date: 1 August 2003

Catherine Gorrell

166

Abstract

Details

Strategy & Leadership, vol. 31 no. 4
Type: Research Article
ISSN: 1087-8572

Available. Content available
Article
Publication date: 1 February 2004

Catherine Gorrell

89

Abstract

Details

Strategy & Leadership, vol. 32 no. 1
Type: Research Article
ISSN: 1087-8572

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