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…
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.
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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…
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.
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Michael E.D. Koenig and Marianne Broadbent
In order to manage library or information functions you must be able to persuasively communicate with your management. To accomplish this, you must communicate in the language of…
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In order to manage library or information functions you must be able to persuasively communicate with your management. To accomplish this, you must communicate in the language of your management, marshalling trendy and persuasive points on your own behalf With that as a given, there has been a very heartening development over the last few years for library and information managers—a burgeoning management attention to information.
This article describes in outline the different approaches used to support the management of information, information systems and information technology. It has a bias towards…
Abstract
This article describes in outline the different approaches used to support the management of information, information systems and information technology. It has a bias towards systems and technology, rather than information, if only because this is where most management effort is focused. Management information per se is neither frequently attempted nor easy.
Using a sample of 198 Fortune 500 companies, explores thedifferential effects of a number of characteristics, grounded in a broadagency theory framework, on the decision to create…
Abstract
Using a sample of 198 Fortune 500 companies, explores the differential effects of a number of characteristics, grounded in a broad agency theory framework, on the decision to create a chief information office (CIO) position, where the CIO acts as an informational control agent. Companies were more likely to create a top CIO position if: (1) top management′s equity were large; (2) the company had a large number of outside directors on the board; (3) the company′s technological level was advanced. Examines the role of the CIO as managing information technology as it pertains to enhancing the control function of management.
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Evaluates the use of competitive alliances as an alternative tocompetitive advantage. Draws examples from Australian retail bankingduring the 1980s. Differentiates between…
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Evaluates the use of competitive alliances as an alternative to competitive advantage. Draws examples from Australian retail banking during the 1980s. Differentiates between coalition, consortium and servicer. Concludes that whereas all three show examples of apparent success, none guarantees it.
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The author believes that China’s modern development is reaching a crossroads, and that country is facing some critical challenges as it seeks to keep its modernization program…
Abstract
Purpose
The author believes that China’s modern development is reaching a crossroads, and that country is facing some critical challenges as it seeks to keep its modernization program, and further economic development, on track.
Design/methodology/approach
This masterclass posits that understanding more fully what is happening in China, and how to succeed there, is rapidly becoming a strategic imperative for any corporate leader with global ambitions.
Findings
China’s importance to global business is undeniable. Even though its growth rate now seems to be stabilizing at 7-8 percent, China looks set to become the world’s largest economy within a decade, and is likely to be more than twice the size of USA economy by 2050.
Practical implications
Soft infrastructure should be China’s next priority. China’s ability to construct a modern airport and a fleet of world class aircraft has been progressing at a much faster rate than its overall ability to operate an efficient, world-leading, inter-city and international, civil aviation passenger service.
Social implications
While the pace of political reform is likely to remain cautious, it has already been quite “extensive and far-reaching” in China’s own terms and continues to evolve.
Originality/value
Western leaders should reconsider how they measure China’s progress. China can be expected to experiment its way very cautiously towards greater democratization, but the outcome is likely to be profoundly different from the Western model.