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  • CEO - A gazdasági intelligencia lapja
  • CEO - A gazdasági intelligencia lapja
  • CEO - A gazdasági intelligencia lapja
  • CEO - A gazdasági intelligencia lapja
  • CEO - A gazdasági intelligencia lapja
   
  2017. június 23. péntek 20:15  
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Building strength through strategic alliances

Building strength through strategic alliances

Hailed by many as the competitive weapon of the
21st century, the number of alliances are growing
each year


Jordan Lewis is widely regarded as one of the world´s foremost authorities on coalitions and partnering. He has taught at the Columbia, Dartmouth and Wharton business schools, and his books on alliances have been published in 12 languages. An advisor to companies including American Express, Du Pont, Hewlett-Packard, Marriott and Nokia, he argues here that such partnerships can make the difference between corporate success and failure.
 
Practices that distinguish high-performing leaders
Practices that distinguish high-performing leaders

What characterizes effective leadership in the middle to senior levels of organizations?

Interview with Joan Bragar

Joan Bragar is the Founder and Principal of Boston Leadership Inc., a Boston-based workplace consulting and leadership
coaching practice. Prior to establishing her own firm, she was Director of Research at Forum Corporation, a leadership
development organization. During her tenure at Forum, Bragar led a major research project to identify practices that
distinguishes high-performing leaders. Here, she spotlights the  project´s findings and implications.

Hivatkozás a cikkre:

Bragar, J. (2009): Practices that distinguish high-performing leaders. CEO Magazin, X. évfolyam 4. szám. 27-31. pp

 
Participative management
Participative management

Twelve key insights for greater employee involvement

The need for employee involvement and participative management in today´s business environment is crucial for gaining and sutaining competitive advantage. Richard Balzer is president of Richard Balzer Associates Inc., a  Boston-based organizational effectiveness consultancy. A former Executive Director of The American Center for the Quality of Work Life, his early work centered on labor-management cooperation, giving workers more of a voice in the decision-making process and creating a more cooperative work environment.
For the past 2o years Balzer has consulted on strategy, team-building and executive development, with  clients including General Electric, Goldman Sachs, British Petroleum and Standard Chartered Bank. Here, he outlines twelve key insights to help companies move toward greater employee involvement.

Hivatkozás a cikkre:

Participative management. Twelve key insights for greater employee involvement. CEO Magazin 2009. év, X. évfolyam 2. szám. 21-23. pp

 
Pathways to business wisdom
Pathways to business wisdom

Pathways to business wisdomPeter Drucker, who died in 2006 at the age of 97, was a living legend, one of the world's most  respected thinkers on management and society. His thinking inspired many business leaders from around the world, as well as in the non-profit sector, while influencing companies both large and small. Over six decades, as a journalist, teacher, consultant, and author of more than thirty-five books from his publishers Harper Collins,Drucker made management theory a respected discipline. He had a brimming lifetime of wisdom to share and expertise that reached well beyond the confines of the world´s largest companies.
Drucker was born in Vienna in 1909. He studied law in Germany, then moved to England to escape Nazism and later to the United States. In 1945, his book Concept of the Corporation, based on a two-year study of General Motors, became an instant best-seller. Beginning in 1971, he taught management at Claremont Graduate University in California, which in 1987 named its school of management after him. He was the ultimate guru to generations of executives and students of management theory. Here is a brief anthology of Drucker´s thoughts on how organizations succeed and why they may fail.

Hivatkozás a cikkre:

Pathways to business wisdom. CEO Magazin 2009. év, X. évfolyam 2. szám. 24-26. pp

 
Deciding to go on your own

Macaleer, R. James:
Deciding to go on your own

R. James Macaleer spent 30 years building Shared Medical Systems, Inc., located in Malvern, Pennsylvania. SMS provides data processing and software to hospitals and physician groups in the USA and around the world in over 20 countries. Macaleer and two partners left IBM to found SMS in 1969, with 2 million dollars in venture capital funding. They took the company public in 1976, and eventually sold SMS to Siemens in 2000, when the company had annual revenue of $1.2 billion and 7,700 employees.

These days Macaleer is a Director of Boy Scouts of America and serves as Director General of the Philadelphia Museum of Natural Science. Drawing on his experiences in building SMS, he is a popular speaker on entrepreneurship to business groups. In this commentary he shares his thoughts on what it takes to be a successful entrepreneur.

41.

 
The role of scenarios in business strategy-making

Helping companies evaluate alternative futures

Although they have existed as a planning tool for over 40 years, scenarios have increasingly become popular among companies as a way to think about long-term futures in strategy-making.

Stephen Millett is the founder and president of Futuring Associates LLC, a Columbus, Ohio-based futures consultancy. An internationally respected practitioner of trend and scenario analysis, he previously spent 27 years as Resident Futurist at the Battelle Institute, the world´s largest non-independent R & D organization where he managed over 100 major futuring and visioning projects for clients in North America, Europ and Asia. Here, he shines a light on the use of scenarios in the business strategy process and the insights scenarios can offer.

Hivatkozás a cikkre:

Millett, S. (2011): The role of scenarios in business strategy-making. CEO Magazin, XII. évf. 2. szám. 42-44. pp

 
Think before you fire
Think before you fire

In downsizing, firms often lose more than they bargained for

They have become commonplace even in good times. Now, with fears of economic slowdown multiplying by the day, layoffs and downsizing appear likely to become even more commonplace, as employers seek the quick cost savings that is their chief allure.
But this allure, new research finds, may turn out to mean grief not only for laid-off workers but for employers as well. According to a study in a recent issue of the Academy of Management Journal, downsizing can set off an exodus among retained employees that in some cases is much greater than the reduction achieved through the layoffs. The study was conceived and
conducted by Professor Charles Trevor of the University of Wisconsin Business School.
 
Consultants, when to use, how to chose
Consultants, when to use, how to chose
Before you think about the right consultant, it is
imperative to get a good grasp on your problem


The value of consultants is a controversial subject. Some organizations rarely use them, while others will not make a major move without a consultant´s help. Some organizations treat consultants with respect, even reverence, while others treat them almost as pariahs – out to eliminate jobs, strip supervisors of responsibilities, and point a finger at anyone with less than brilliant financial performance.
Do companies need consultants? According to Carl Thor, there is no universal answer.To determine when a consultant may be appropriate, it is important to look at the wide variety of roles a consultant can play. Thor is President of Jarrett-Thor International, an Alexandria, Virginia consulting firm specializing in the metrics of productivity and quality improvement. The author of Measure of Success, which deals of performance metrics, he is the former President of the American Productivity and Quality Center in Houston, Texas.

Hivatkozás a cikkre:

Consultants, when to use, how to chose. CEO Magazin 2010. év, XI. évfolyam 2. szám. 46-49. pp

 
Why do good companies set bad strategies?

Why do good companies set bad strategies?

Errors in company strategy are often self-inflicted

A singular focus on shareholder value is the ”Bermuda Triangle” of strategy, according to Michael E. Porter, director of Harvard's Institute for Strategy and Competitiveness.This was one of the takeaways from a recent talk by Porter – titled ”Why Do Good Managers Set Bad Strategies?” – offered as part of Wharton's SEI Center Distinguished Lecture Series During his remarks, Porter stressed that managers get into trouble when they attempt to compete head-on with other companies. No one wins that kind of struggle, he said. Instead, managers need to develop a clear strategy around their company's unique place in the market. Porter´s core field is competition and company strategy. He is generally recognized as the father of the modern strategy field, and his ideas are taught in virtually every business school in the world. He has also re-defined thinking about competitivenes,
economic development, environmental policy, and the role of
corporations in society.
When Porter started out studying strategy, he believed most strategic errors were caused by external factors, such as
consumer trends or technological change. ”But I have come to the realization after 25 to 30 years that many, if not most, strategic errors come from within. The company does it to itself.”

Hivatkozás a cikkre:
Why do good companies set bad strategies? Errors in company strategy are often self-inflicted. CEO Magazin 2009. év, X. évfolyam 3. szám. 42-44. pp


 
The mother of all crashes
Interjú Jonathan Story-val:

The mother of all crashes


We should not be surprised about the whirl of debate on the causes and consequencies of the global financial crash

The mother of all crashes We should not be surprised about the whirl of debate on the causes and consequencies of the global financial crash Jonathan Story is Emeritus Professor  of International Political Economy at INSEAD where he has taught since 1974. He also holds the Marusi Chair of Global Business at The Lally School of Management at the Rensselaer Polytechnic Institute in Troy, New York. His books include:      
China, The Race to Market; The frontiers of Fortune and The Political Economy of Financial Integration in Europe: The Battle of the Systems. These books deal with the transformation of Europe, China and the world, and what this spells for business, this being the theme of his consulting work with governments, international organizations and multinational corporations.

Hivatkozás a cikkre:
The mother of all crashes. Interjú Jonathan Story-val. CEO Magazin, 2009. év, X: évfolyam 3. szám. 46-49. pp
 
Closing the gap leadership in the virtual environment

Richard Harris–Kate Cowie:

Closing the gap – leadership in the virtual environment

Closing the gap - leadership in the virtual environment Seven key challenges in leading across distance Richard Harris is a former Board member and senior officer at the Boston-based Forum Corporation, a global work-place learning company. While at Forum, his positions included Managing Director for Great Britain and Head of Global Research. He is currently a consultant in private practice, advising companies which include Analog Devices, Glaxco, New york Times Company, Royal Dutch shell and United Technologies.

Kate Cowie is Founder and Director of The Chaos Game Ltd., a UK-based consultancy practice which specializes in helping organizational leaders implement strategic change solutions in response to rapidly shifting and increasingly chaotic conditions.
They write here about the forces driving the trend toward the virtual work-place, and how leaders will need to rise to the key challenges of distance management.

Hivatkozás a cikkre:

Closing the gap – leadership in the virtual environment. Seven key challenges in leading across distance. CEO Magazin 2009. év, X. évfolyam 1. szám. 43-47. pp

 
Goals gone wild
Goals gone wild

Far from being the assured boon it is widely considered to be, goal-setting can do severe harm to companies

Maurice Schweitzer is an Associate Professor of Operations and Information Management at Wharton Business School. His current projects Include research on the influence of emotions on trust, trust recovery and the role of envy in unethical behavior. He is a Board Member of the International Association for Conflict Management and Associate Editor of the journal Negotiation and Conflict Management Research.
Schweitzer´s recent article,  Goals Gone Wild, in the journal Academy of Management Perspectives, has drawn attention to his warning that setting performance targets can backfire from the systematic side effects of too much goal-setting.
 
Cash flow is now king
John Mardle:

Cash flow is now king

In a credit crunch environment companies need to prepare for a harsh borrowing climate, and to proactively optimize their working capital

 The business and financial community has suddenly realized that many of the financial instruments they have used over the past few years have relied heavily upon a growing global economy based on an assumed sound underpinning from the banking fraternity. However, the sub-prime market in the United States, the run on the British bank Northern Rock and the flight of investors to gold has shown that all is not so sound in the banking world. John Mardle leads the Working Capital Improvement Practice at Develin & Partners, a UK-based management consultancy focusing on cost management. He was previously Financial Director of the Parsons Group International, one of the world´s largest engineering and construction companies, where he was responsible for winning project management contracts with the Channel Tunnel Rail Link, and turnaround project management contracts with London Underground. Prior to joining Parsons, Mardle was a member of ABB´s Executive Management Team, where as Worldwide Project Controller he helped lead the integration of ABB and Daimler Benz to form the world´s largest train manufacturer. He played a pivotal role in making ABB the largest engineering company in the world by steering companies acquired by ABB through the transition phases to become compliant with ABB ethos and culture. He talks here with CEO Magazin about the world-wide credit crunch and its implications for how companies need to manage their working capital and cash flow.

 
Three factors that can turn success into failure
Three factors that can turn success into failure

Reinventing a mature company often means changing its entire mental model

Many mature organizations need reinvention. If you are helping your company reinvent itself as needed, you need to go beyond merely being flexible and responsive. Reinventing a mature company often means changing its mental model, including its approach to customers, suppliers, employees, and everyday working habits. It means constant evaluation and awareness of the big picture, as well as awareness of the details of getting everyday business accomplished. It means being ahead of change instead of being behind it. Lars Kolind is both a professional manager and a serial entrepreneur. As CEO, he transformed Danish-based Oticon, a maker of hearing aids, into a truly knowledge-based organization, rewriting the script of job design, organizational design, workplace design and communication. He took Oticon public in 1995, and left in 1998 to serve as a chairman of other corporations and to build up new businesses. Currently, he serves as chairman of the Grundfos Foundation, a billion-dollar corporation which is the world´s second largest maker of pumps. He likewise chairs the board of the Unimerco Group and the supervisory board of Kristeligt Dagblad – a national daily newspaper in Denmark. As a serial entrepreneur, Kolind has founded one new company per year since he left Oticon in 1998, these being in the fields of electronics, telecommunications, home security, design, management consultancy, drug discovery and software. In 1996, he won the award of Denmark´s ”Man of the Year.” In his book, The Second Cycle: Winning the War Against Bureaucracy, published by Wharton School Publishing, he argues that size, age and success can make mature companies deaf to signals that portend their decline. Here he summarizes his views that many mature organizations need reinvention.

48-49. pp


 
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