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Sloan management review-Número 2 45 2004

Publicación: Sloan management review

Número: Número 2 45 2004

Tipo: Normal

Derechos: InC

Título Autor Páginas
Crosstalk : leadership and the fear factor : fear is a four-letter word in companies today, but CEO's rhetoric of "love" often inspires more cynicism than genuine affection. Leaders would do well to develop a more sophisticated understanding of each term
Contraria : principles of the master cyclist : executives who carefully cultivate financial market and business cycle literacy are likely to manage their companies better than those who do not
In practice : don't blame the engineers : to better manage technology, a generalist must know it well enough and challenge it often enough to truly understand its potential risks and rewards
Agenda : a return to power of ideas : deal making and salesmanship are giving way to creativity and invention as the driving leadership ethos in corporate America
Opinion : how Japan can grow : many Japanese seem to have adopted a resigned attitude toward their economic doldrums, but a robust economy isn't as far out of reach as some may think
Creating growth with services : the authors provide a systematic framework for thinking through the opportunities and risks inherent in a strategy that seeks services-led growth. Drawing on the concept of customer-activity chains, they explain four pat...
Managing organizational forgetting : companies focus on creating processes and structures that allow them to learn, but recent research shows that they must also effectively manage how they forget. Through the examples of the Central Bank of Argentina,...
Transformational outsourcing : as executives acquire more experience with outsourcing, they are discovering its strategic potential. By working with partners on core activities, companies are able to gain the expertise needed to transform themselves. T...
The case for contingent governance : the author argues that the primary role of a company's board must shift depending on circumstances
The case for contingent governance : the author argues that the primary role of a company's board must shift depending on circumstances. Offering examples of Swissair, General Motors and others, he illustrates how a board's four main functions - auditi...
Strategic innovation and the science of learning : the conventional planning process does not work for truly bleeding edge ventures. The authors suggest an approach to planning that diverges from conventional methods in six critical ways, emphasizing l...
The emerging era of customer advocacy : as consumers become more informed, companies must go beyond relationship marketing and help customers find the best products for their needs - even if those offerings are from competitors. The author discusses Ge...
The seller's hidden advantege : sellers, unlike their customers, can see the forest for trees in a industry. Drawing on examples from Hilti, Algorithmics, McCain Foods and others, the authors describe three strategies for putting that unique view to us...
The myth of unbounded growth : growth is not perpetual, and its continued pursuit can be costly, especially for large, mature companies. Instead, say the authors, smart managers should acknowledge the natural limits of their company's path to growth an...
Avoiding repetitive change syndrome : most management advice urges companies to undertake frequent and radical change in order to stay competitive. But, says the author, such advice is overprescribed, and those that continue to heed it risk initiative ...