bluuebunny/crossref_metadata_2025 huggingface dataset:
Internal audit and governance: the shift from control to risk
Authors: Kippenberger T
Published: May 2004

Reflects on how organizations that are acknowledged leaders in the field of risk management, have achieved pre‐eminent positions. Acknowledges risk‐based auditing is still in its formative stages and so identification of best practice is an inexact science — but there are three important trends: from control‐based to risk‐based auditing; use of scenario planning; and understanding that risks apply to soft assets. Uses a Table for extra emphasis and explanation.
First corporate anorexia and now corporate amnesia
Authors: Kippenberger T
Published: May 2004

Discusses criticisms of downsizing and its perceived demise. Spells out that perhaps downsizing has not led to the gains in productivity that it should do, and has therefore led to damaged employee morale. Produces evidence that 40% of executives were unhappy with the results of downsizing. Contends that the stripping out of layers of middle management has proved to have a weakening, detrimental effect. Deplores the continuing misuse of downsizing and the long‐term effect it will have on business
Old measures and new teams
Authors: Kippenberger T
Published: May 2004

Presents a short but concise piece on why existing measurement systems are ineffective at best and counter‐productive, with regard to changing performance measurement systems away from older hierarchical structures. Gives four guiding principles to help with this change. Acknowledges that everyone is still learning how to gain the most out of team‐based activities.
Stakeholders
Authors: Kippenberger T
Published: May 2004

Profiles stakeholders in this dedicated issue and stresses that the word really should be used in its original context of business responsibility and managerial decision‐making. Acknowledges the use of the term by the (then) leader of the Labour Party in the UK, Tony Blair, to describe his vision of a better and more prosperous way forward. Covers this in great detail but does state that debate on the politicized use of stakeholder will run and run.
The community as stakeholder — 1: social responsibility and corporate self‐interest
Authors: Kippenberger T
Published: May 2004

Maintains that, for many companies being socially responsible is a good thing, which can also serve corporate self‐interest. Reckons that the absence of empirical links between a company acting in a responsible way and its bottom‐line profits could mean an argument that social responsibility is irrelevant for corporate performance. Posits that five dimensions of a corporate strategy (integral to future success) can be also related to social responsibility policies and programmes that are: centrality, specificity, productivity, voluntarism and visibility — which lead to value creation and the benefits which the firm expects to receive.
The Stern Stewart approach
Authors: Kippenberger T
Published: May 2004

Concentrates on the best known and most model of shareholder values — developed by Stern Stewart, financial advisers — that has aroused, in equal measures, criticism and enthusiasm. Defines market value added (MVA) as equitable with shareholder wealth and answers the question ‘ How can the operator's energies be better directed to gain for the company?’, which brings in economic value added (EVA) — Stern Stewart's proprietary financial measure on economic rent. Charts, by aid of full explanation and use of figures, the use and definition of EVA and states EVA is ‘the single best measure of wealth creation’. Quantifies the contents with a final comment page using further figures for added emphasis in explanatory form.
The city 1: the times they are a'changin'
Authors: Kippenberger T
Published: May 2004

Spotlights HSBC James Capel (brokers), value‐based management and the high profile commitment to equity research, following discussions and work with academics and management consultants. Commends the use of figures to ‘flesh out’ the explanations used within and HSBC James Capel's business techniques. Summarizes that the HSBC James Capel brokerage understands the various models and is in collaboration with the experts, as it should be as a leader in the field.
An antipodean approach to adding value
Authors: Kippenberger T
Published: May 2004

Discusses value‐based management and how it has worked at Fletcher Challenge, a paper, building, energy, and solid wood plantation forestry operator in New Zealand. States Fletcher Challenge is not a backwater organization, far from it, as its issue of targeted shares in corporate finance have shown. Posits also that, at Fletcher Challenge, the focus is on creating value for shareholders and throughout the group. Provides a large question and answer piece with Fletcher Challenge chief executive Michael Andrews, in which much many financial areas around value‐based management and EVA are discussed.
The hollow ring of corporate America
Authors: Kippenberger T
Published: May 2004

Questions whether corporate USA will be able to maintain competitiveness into the next millennium owing to unrelenting restructuring, meaning a recovery is based on an illusion of improved productivity. States, bluntly, the USA needs to grow in order to maintain market share — let alone to expand it. Recommends the USA must now develop markets, technologies and products at the high end of the value chain, which means major expansion of investment in both human capital and innovation.
How do some companies achieve high growth?
Authors: Kippenberger T
Published: May 2004

Wonders why, in an atmosphere of intense competition, some companies achieve sustained high growth in profits and revenues. Highlights the example of Formule 1, a chain of budget hotels in France, launched in 1985, which beat off the no‐star and one‐star hotels, costing between 60 and 90 francs, and with 2 stars at double the price. Demonstrates that Formule 1's basic premise was ‘a good night's sleep for a low price’ — e.g. no need to provide restaurants, lounges, receptionists outside check‐in and check‐out times (automated tellers are used at other times), giving basic accommodation at the standard of two‐star hotels for one‐star price! Catalogues that Formule 1 has now built over 300 hotels in Europe, Africa, Australia with Asia next for development — a success story for others to envy, copy, or ignore at their peril.
Banking on an ethical stance (The Co‐operative Bank, UK)
Authors: Kippenberger T
Published: May 2004

Looks, in depth, at the UK Co‐operative (Co‐op) Bank and how it has now gone back to its roots to make a difference. Espouses competitive strategy and how the Co‐op is about being different, making deliberate choices and helping the customer to genuinely value what is offered. Focuses on the mission statement of the Co‐operative Bank Group (included in a highlighted panel), which is a rearticulation of principles. Gives background as to how the Co‐op began in 1844 in Rochdale, and how other towns, countrywide, followed this successful formula. Chronicles the bank's ethical policy statement (also included in a highlighted panel), which makes it difficult for its high street rivals and others to follow, and showing that ethics and successful business do mix. Includes a question and answer panel with Terry Thomas, the managing director of the Co‐operative Bank.
The trouble with knowledge — it's a sticky subject
Authors: Kippenberger T
Published: May 2004

Postulates that executives say ‘people are businesses great asset’ but is this statement, perhaps, the most frequently used and most hypocritical statement made by the executives? States that intelligence is a new form of property, if shared it is still retained, e.g. this kind of property cannot be removed from anyone. Discusses the value of knowledge, knowledge businesses, knowledge workers and the importance of knowledge, and uses a figure to promote understanding.
A new theory of knowledge creation
Authors: Kippenberger T
Published: May 2004

Delves into why the success of Japanese companies is believed to stem from their ability to create new knowledge using a team unit working together successfully. Reviews the fundamental differences between Japanese and Western attitudes to knowledge plus the implications this has for the way it is created and managed. Comments that to blindly emulate Japanese practice would be dangerous as are personal interpretations, but the way the Japanese acquire knowledge and then create more is to be commended.
Mintzberg's musings on management's misrule
Authors: Kippenberger T
Published: May 2004

Describes Mintzberg's ten points on management, which he delivered in the World Economic Forum in 1995, in just tem minutes! Details organizations as circles with outer people connected to the world and inner people disconnected from it, and goes on to explain these in full. Looks also at CEOs and leaders and debunks these mercilessly. Goes on to discuss fads and fashions and MBAs and declares that many MBA programmes are based on the belief that managers can be created in classrooms, whereas many programmes only provide technical training for specialist jobs that are not management.
CEOs in the UK: a snapshot
Authors: Kippenberger T
Published: May 2004

Profiles CEOs and trends in their careers and bases analysis on 93 individual case but urges caution with the results, as this is a small sample. Confirms that CEOs of top 100 companies tend to be male, 55‐years old, and were internally promoted at the age of 49 — 16% also hold the position of chairman of their companies. Makes much of the fact that a third of CEOs in the leading companies do not have any academic qualifications but that the new generation are better educated.
Locomotives or juggernauts? — partnerships with the Japanese
Authors: Kippenberger T
Published: May 2004

Regards East Asian dynamism as a world ‘locomotive’ to which the West should link its enterprise — even though there may be some suspicion involved. Fears an army of ‘juggernauts’ from the Pacific Rim will destroy Western companies and economies unless governments involved themselves in arresting their progress. Highlights (in a panel) Honda's alliance with Rover — a case of a high‐profile Japanese company linking with a top British one — as evidence of locomotive or juggernaut theories. Concludes that though both Eastern and Western partners have suffered failure in collaborative ventures, this does not mean that all East‐West ventures are to be avoided.
Using alliances to destabilize market values
Authors: Kippenberger T
Published: May 2004

Warns that managers who base strategic alliances on the popular marriage metaphor are mistaken — especially in fast‐moving markets. Bases research on consulting work in partnership alliances for British Aerospace, Moog Controls International and General Motors (Europe), in addition to research at Cranfield University (UK) to the relationship between product innovation and process efficiency. Argues that a successful alternative to competition is co‐operation not conflict, concluding it is only in the form of a one‐night stand that strategic alliances in fast‐moving markets can succeed.
Apply lean thinking to a value stream to create a lean enterprise
Authors: Kippenberger T
Published: May 2004

Discusses how Womack and Jones' (1991) book, ‘The Machine that Changed the World’ found the gaps in productivity quality and time between Western and Japanese car firms, and showed a better way to organize and manage customer relations, the supply chain, product development and production operations — pioneered by Toyota and called lean production. Concludes that breaking down barriers in the West will be difficult — because the joint analysis of every action along the channel will make every firm's costs apparent — excluding privacy.
Do value constellations supersede value chains?
Authors: Kippenberger T
Published: May 2004

Declares that strategy helps firms prepare for the future as it allows managers to identify, and then take, opportunities to add value to their customers. Advocates that the value chain concept is built around the idea that value is added — in sequence — by suppliers along the chain. Suggests however, that a better way to define where value lies is to recognize that it arises in the way the customer uses the offered product or service. Concludes that the fundamental shift in thinking is required to find ways of creating value in a ‘post‐industrial’ economy.
Organizational learning starts at the top
Authors: Kippenberger T
Published: May 2004

States that personal development activities are not integrated with the development of organizational structures and processes. Contends that people running organizations need two key skills — learning continuously, and giving direction — most people at the top have not been trained in these, and are uncomfortable giving direction. Chronicles that the figures used by way of explanations are very instructive. Concludes that the key message from first to last is that independence of thought is demanded from all directors, both non‐executive and executive board members.
Great expectations, wrong diagnosis
Authors: Kippenberger T
Published: May 2004

Argues that good communication techniques actually inhibit the learning that brings real change, creating a warm feeling about superficial issues without any deep and potentially threatening or embarrassing information. Gives examples to show defensive behaviours, stereotyping and responsibilities and states how managers and subordinates must both struggle to allow real learning and change to occur.
Taking the horse to water
Authors: Kippenberger T
Published: May 2004

Emphasizes that managers should understand the connection between learning and self‐development in relation to their career progression. States learning, self‐improvement and career development are inter‐related and attitudes to learning are situation specific rather than permanently fixed. Describes the turbulent process of reconstruction that the UK retail banking industry has undergone over the past 15 years — significant is the shift in emphasis from day‐to‐day operations towards improved sales and customer service. Concludes that personal and organizational factors act together to influence whether the individual's attitude to learning will be positive or negative.
Over 25 years of learning to learn
Authors: Kippenberger T
Published: May 2004

Spotlights Royal Dutch/Shell and gives its history — itemized in panel format. Discusses how Shell have experimented and wrestled with senior management level learning. Acts as an antidote to any sense that creating a learning organization is simply introducing formulaic sets of solutions. Concludes that Shell sees planning as learning and corporate planning as institutional learning.
Defining a new world of knowledge
Authors: Kippenberger T
Published: May 2004

Contends that managing intellectual capital is an important means of increasing returns on physical assets and, potentially, a way to create unmatchable competitive advantage. Discusses, in depth, the knowledge economy, the knowledge company and the knowledge worker. Uses a figure for added information and emphasis.
Knowledge: the new driver of economic growth
Authors: Kippenberger T
Published: May 2004

Underlines that economies of the OECD have become reliant on the production, distribution and use of knowledge. States that investment is high in new technology equipment and also in training and related pursuits, which is good, as there is a demand for highly skilled workers. Concludes that managers, as a matter of some urgency, will have to incorporate knowledge management into their thinking.
So what's a knowledge management project?
Authors: Kippenberger T
Published: May 2004

Presents a pragmatic approach to knowledge management. Points out that managers have only recently realized that they have had to rely on knowledge for all of their careers. Suggests the good news about knowledge management is that ‘common sense goes a long way’. Posits that a degree of hype is already appearing around knowledge management.
Keeping M&A on an even keel (Mergers and acquisitions)
Authors: Gould B
Published: May 2004

States mergers and acquisitions (M&A) activity produces notoriously mixed results but that some companies do very well using M&A to grow shareholder returns at a phenomenal rate. Records that M&A, long seen as the domain of finance and strategy, is becoming something to be managed across all management disciplines. Spotlights a table that gives many basic choices with regard to M&A.
Evaluating potential synergies: costs, benefits and competition
Authors: Gould B
Published: May 2004

Argues that the failure of synergy stemmed from the inability of companies to understand and implement it, in the 1960s and 1970s. Contends there are valuable competitive advantages for firms that can identify and exploit specific relationships — distinctively for related businesses or divisions. Concludes that competitive advantage resulting from a synergy will only be sustainable if competitors have difficulty either in imitating the relationship underlying the synergy or finding some other way of achieving cost or differentiation improvement.
A call to revolution!
Authors: Kippenberger T
Published: May 2004

Reprises an earlier view by Robert Eccles, that what is important is how a company is doing compared with current competitors and not its past. Deplores short‐termism and the USA's drive for improved quarterly earnings which can mean objectives financially are endangered by short‐term considerations. Concludes that if formulas are kept simple they omit critical measures but that over‐complication may confuse or, worse, enable numbers to be played with.
The performance pyramid
Authors: Kippenberger T
Published: May 2004

Chronicles the above‐named model, which was invented by two consultants in 1991 and updated in 1995. Uses a figure to show exactly what and how the performance pyramid is, and the way it works. Shows the three levels (top, upper management; middle layer, middle management; and lower management or supervisor layer at the bottom). Describes how the pyramid works and gives the reader good advice on all areas of the pyramid's coverage. Closes with a ten‐point guide to help a company measure up.
Performance measurement at English Nature
Authors: Kippenberger T
Published: May 2004

Elaborates on English Nature, a public body financed by grant‐in‐aid from the UK Department of the Environment, which was formed when the former Nature Conservancy Council for Great Britain was disbanded five years previously. Pinpoints that four types of performance measures are used by English Nature and these are: quantified corporate targets; strategic indicators; service standards; and soft indicators. States results show that English Nature is still quite risk averse ‐ in part due to Government constraints and procedures. Closes with a question and answer panel with Andy Brown, Chief Officer of the Joint Nature Committee.
A strong focus at Amoco UK
Authors: Kippenberger T
Published: May 2004

Details the strong links between employee objectives in the UK and the USA at Amoco. Posits that Amoco has six overarching strategic themes: cost leadership; international growth; environmental commitment; and continuous renewal, which are designed to realize Amoco's long‐term vision. Includes a figure to show how the strategic planning committee covers the relevant areas of the company. Profiles how Amoco signals belief in the performance measurement process, by having its scorecards alongside others in the internal staff canteen.
The identikit CEO
Authors: Kippenberger T
Published: May 2004

Alludes to five leadership styles which are: the strategic approach — the traditional view of a CEO; the human assets approach — they believe strategy formulation is the job of those closest to the markets and the customers; the expertise approach — this identifies the core capabilities leading to success; the box approach — this points to the ‘control box’, procedural, financial and cultural in every company; the change approach — CEO's who concentrate less on where organizations are going, more on how to get there. Proposes that, with 160 CEO's interviewed worldwide, most focus on one or two of the above — the stakes are too high for CEO's not to have to focus on one approach.
Stakeholders — a business and management view: the RSA inquiry into tomorrow's company
Authors: Kippenberger T
Published: May 2004

Delves into an inquiry, between January 1993 and June 1995, on the likely nature of ‘Tomorrow's Company’ within the UK with the involvement of hundreds of companies and thousands of businessmen and women. Finds that there are too few world‐class companies in the UK and not enough are being created. Contends there are 7 major forces for change, which are: technological developments; globalization; new employment patterns; new organizational structures; environmental issues; the death of deference; and licence to operate. Charts the first five as pressures for change and the last two as significant additions. Includes a full‐page checklist for use by companies as an aid.
The environment as stakeholder: does it make sense to develop a corporate environmental policy?
Authors: Kippenberger T
Published: May 2004

Reviews some of the economic arguments for taking environmental policy development seriously. States that enhancing a positive environmental image, integrating environmental considerations into the corporate strategy, realizing new market opportunities, are all seen as ways for firms to grow their profits. Believes the environmental challenge need not be seen only in terms of costly regulations, but as one that can offer greater opportunities. Concludes that positive aspects of the raised profile of environmental issues are becoming clear, and organizations recognize that it is more sensible and economically better to be ‘green’.
The community as stakeholder — 2: corporate giving: a two‐way process or a one‐way street?
Authors: Kippenberger T
Published: May 2004

Contends that charities are supported by most organizations — in one way or another — and looks at the UK's Ashridge Management Research Group's study (Action Research commissioned) into how and why companies give to charities. Points out that the research was done by postal questionnaire to the UK's 1,000 largest businesses and a selected sample of 1,000 small‐and‐medium sized enterprises. This gave an (admittedly low) 18% response rate that was supplemented by in‐depth interviews. Catalogues that the responding companies had, in the previous year, donated £18.9 million to charities. Uses an explanatory figure to illustrate the relationship between the degree to which a company becomes involved in the process and the extent to which benefits are gained. Concludes companies have the choice of benefits in their hands but generally leave it to charities to decide how best to spend donations.
The investor as stakeholder: shareholders flex their muscles
Authors: Kippenberger T
Published: May 2004

Reviews some changes occurring in investor or shareholder power and the effects those changes have been having in the USA, the UK, Germany and France. Believes that UK and European shareholders are flexing their muscles in unfamiliar ways. Looks at various pension schemes and gives a brief breakdown on them and their problems with certain companies in both the UK and Europe, finishing with observations about California's problems regarding Proposition 211 (a referendum), to give investors the right to sue company executives. Considers that there is a surge in power among stakeholders in the investment community, which it would be unwise to ignore — and the age of ‘investor capitalism’ may be dawning.
The theory of the business
Authors: Kippenberger T
Published: May 2004

Acknowledges Peter Drucker's place as a guru in management theory or business trend, well ahead of his peers. Discusses his part in developing the idea of privatization in the UK, as far back as 1970, in a Conservative Party policy document. Posits that management's biggest challenge is ‘what to do’ — especially in previously successful companies who have faced stagnation. Reasons this is because the organization's assumptions no longer fit reality regarding the organization's foundations. Uses three case studies of top companies (Marks & Spencer, IBM and General Motors) to explain the theory. Suggests hard work, not genius, is the cure, and conscientiousness, not being clever, is what CEOs are paid for.
Trade‐offs, compromises and growth — the value of lateral thinking
Authors: Kippenberger T
Published: May 2004

Specifies that many managers see themselves as inhibited and trapped through being in a mature slow‐growth business, in stagnant, dead‐in‐the‐water industries. Highlights three US companies trying to break out of this trap: Chrysler — the minivan was introduced into the dying station‐wagon market segment in 1984, in the next ten years sales of this vehicle grew eight times faster than the industry overall; Home Depot — managed to create 20% annual growth in an industry (DIY) which was scarcely managing 5% per annum; Southwest Airlines — whose growth was seven times faster than the industry average over the last ten years, even though there is overcapacity and flat demand. Concludes that though examples used are from the USA, it would not be difficult to transplant them to another country or culture.
That'll be the Daewoo
Authors: Kippenberger T
Published: May 2004

Spotlights South Korean car and vehicle manufacturer Daewoo (meaning ‘the whole universe’), the 30th largest industrial corporation in the world. Recounts that Daewoo announced, in May 1994, that it was to make a UK launch in early 1995, recruiting 75–100 dealers, but was warned of possible entrance difficulties in a mature but sophisticated market in recession. Shows how Daewoo overcame hurdles by breaking the mould and, six months after launch, Daewoo declared it the UK car market's most successful launch, with nearly 1% of the market. Includes a question and answer page with Dave Gerrans, customer operations director of Daewoo Cars Ltd.
Business creativity: an art with discipline
Authors: Kippenberger T
Published: May 2004

Discusses creativity and how it is hard work even for the best creatives. Aligns it with the jazz term ‘jam’ in that it means taking theme, question, notion, whim, idea and pass it around to get the full picture. States creativity is the entire process by which ideas are generated, developed and transformed into value. Encourages managers to turn creativity outcomes into something that people can turn into results.
A model for generating intellectual capital
Authors: Kippenberger T
Published: May 2004

Details that stock‐market valuations of many companies reflect values of intangible intellectual assets — but in thee firms managers can rarely even define what intellectual capital is, let alone how to use or promote it for the firm's best interests. Defines codified knowledge as ‘that can be written down, transferred and shared’, while tacit knowledge is ‘know how’ passed on only by on‐the‐job training and demonstration. Pinpoints five definitions that are required: intellectual capital; knowledge firms; human resource (human capital) structural capital; and complementary business assets. States that the two components of intellectual capital are human resources and intellectual assets and the two different management perspectives are value creation and value extraction, and these last two need to come together to become a clear management focus.
Appointing a new CEO: not a simple task
Authors: Kippenberger T
Published: May 2004

Discusses how CEOs are appointed and shows the actual process is fraught with uncertainty and problems. Looks at the first five stages of their suggested management succession cycle, using some 30 interviews in the UK with CEOs and chairmen plus top managers, these five stages are: planning; the search for candidates; making the choice; appointment; and interregnum. Deplores the secrecy‐shrouded proceedings in appointing CEOs who will prove to be successful for the appointees — if this process is mismanaged it can create bitterness or envy.
How does your top team perform?
Authors: Kippenberger T
Published: May 2004

Comments on senior management teams and factors that affect their performance. Describes the top management team as the dominant coalition of senior managers at the top of an organization. Cites different management needs and the factors affecting performance such as: team purpose; team process; and team design. Declares team performance is very important — especially if the team is blended or, at a lower level, a competent team where problems are attended to and interpersonal processes are reasonably good.
Boards: making good use of newcomers and old hands
Authors: Kippenberger T
Published: May 2004

Highlights opportunities to try to improve companies' board performances, using research by the Industrial Society, which consisted of 350 questionnaire responses from board directors. Chronicles directors are ill informed about their roles and responsibilities, received little specific training or information; and two‐thirds said that more attention should be paid to director development. Points out that most directors are strong personalities so a collaborative approach is not achieved without effort.
The story of IKEA
Authors: Kippenberger T
Published: May 2004

Spotlights IKEA (made up of Ingvar Kamprad, the founder, Elmtaryd, his home farm and Agunnaryd, his home village), the Swedish company and world's largest retailer of home furnishings (130 stores, 28 countries, 11,400 products) — which stores in 1996/97 were visited by 139 million people. Goes on to extol IKEA's virtues and ethos which is ‘we do our bit, you do your bit, and together we save money’. Speculates that perhaps IKEA's greatest danger may be that it has started to see itself as a model and may become constricted by its own formula.
Smart ideas (Smart cars)
Authors: Kippenberger T
Published: May 2004

Elaborates on smart designs in the automobile industry (spotlighting, in a panel, the Mercedes‐Benz Smart Car in detail) in many companies and across the world — such as: Brazil's Volkswagen factory; Mlada Boleslav (Prague) in the Czech Republic for Skoda; Melfi, Italy for Fiat, plus other proposed developments for Ford, etc. Concludes that the more you break boundaries down — the less secure you may become! Sums up that lean production techniques, pioneered by Toyota, are the antithesis of mass production and this has forced giant car manufacturers to have a major rethink.
Farming out the donkey work?
Authors: Kippenberger T
Published: May 2004

Approves of the UK's position as world leader in outsourcing and how industry has great reliance on it. Chronicles that outsourcing has its roots in the move to external provision of facilities management services such as:; cleaning; catering; and security. Contends that for employees the outsourcing process need not necessarily be unsettling as the typical outsourcing pattern to date involves a transfer of employees to the service supplier.
Partnership sourcing: firms without boundaries in the value chain?
Authors: Gould B
Published: May 2004

Argues that effective partnership souring requires increased movement of information and resources across the boundaries between firms. Adopts the position that company competitiveness depends on value chain effectiveness as a whole — meaning partnership sourcing along the chain. Notes, also, that while many companies use the language of ‘partnership’ or ‘just‐in‐time’, this can amount to little more than shifting the burden from itself to another in the value chain. Uses a figure to highlight the three action steps to partnership sourcing of sustaining progress; building momentum; and getting started. Concludes business needs to take steps to improve value chains if they are to compete properly.
What's so different about outsourcing — is it a fad or something truly new and here to stay?
Authors: Kippenberger T
Published: May 2004

Submits that outsourcing is not particularly new and is credited with having played an important part in IBM's re‐engineering campaign of the last ten years. Identifies a number of key developments (drivers) of change that are pointing companies in outsourcing's direction: business process re‐engineering; organizational restructuring; benchmarking; and alliances. Concludes that the benefits of sharing information, however, derive from a day‐to‐day relationship of trust and mutual self‐interest so that both parties benefit from each other.
From just good housekeeping to sourcing as a real strategic issue
Authors: Kippenberger T
Published: May 2004

Declares that many outsourcing decisions are taken on a straightforward value‐for‐money basis and itemizes these are such as: security; office cleaning; printing and travel arrangements, which are generally all handled better by specialist external sources. Indicates that only a short time ago activities regarded as an indispensable part of internal corporate services now seem to be ripe for outsourcing. States also sourcing rather than outsourcing may be the key to success at the strategic level.
When is virtual virtuous?
Authors: Kippenberger T
Published: May 2004

Contends that ‘the virtues of being virtual have been oversold’, particularly regarding organization for innovation. Posits that managers need to consider other factors relevant to a virtual organization's ability to innovate — such as different forms of innovation and knowledge, these are: autonomous and systemic innovation; and codified and tacit knowledge. Recounts that companies like Intel and Microsoft have made extensive investments to continually develop their capabilities — arguing only large companies have the scale and scope to co‐ordinate complementary innovations
A pragmatic view of joint ventures and alliances
Authors: Kippenberger T
Published: May 2004

Discusses results from a recent CISIBIS workshop where senior managers exchanged views and experiences. Feels that though joint ventures and alliances are not new arrangements the sheer numbers being formed and the frequency with which this is happening is new. Looks at: people; forms of alliances and joint ventures; aspirations and objectives; learning; cultures; internal v. external; co‐operation and competition; and boundary issues. Concludes that 70% to 80% of proposed joint ventures and alliances are never getting off the ground, and if 30% of those that do are failing within two years, what lessons can be drawn from the experiences of those at the workshop?
Learning from experience
Authors: Kippenberger T
Published: May 2004

Promotes the idea that, to be effective, a learner needs four types of ability, these are: to become completely and openly involved, without bias, in new concrete experiences; use different perspectives to observe and reflect on those experiences; integrate those observations to create abstract concepts that form logical theories; and apply those theories in decision‐making and problem‐solving situations. Argues that time should be put aside for managers and organizations to learn from experience.
The eternal journey to employee devotion: new tools to manage complexity
Authors: Gould B
Published: May 2004

Argues that financial accounting is an insufficient language for handling and discussing business organization, its industry and its customer markets. States systems thinking comprehends the behaviour of each individual as a participant in a larger system or structure. Demonstrates that there are five disciplines which must be cultivated to develop a learning organization and these are: personal mastery; mental models; shared vision; team learning; and systems learning. States systems thinking provides the common language that teams should use to maximize the team's effectiveness and overcome differences in team members' backgrounds and training.
Getting down to the nitty‐gritty of organizational learning
Authors: Kippenberger T
Published: May 2004

Opines that scholars may have done the business world a disservice by the way they discuss the concept of the learning organization. Suggests building a learning organization is a long‐term project, of which there are three steps: fostering an environment that is conducive to learning; opening up boundaries and stimulating the exchange of ideas; and creating programmes or events with explicit learning goals. Acknowledges that learning organizations take time to build, but encourages managers to get going by taking the first steps towards that goal.
How bright people stop progress
Authors: Kippenberger T
Published: May 2004

Discusses the works of Chris Argyris and Donald Schon and, in particular, single‐ and double‐loop learning. Contends that it is the brightest people who find it most difficult to learn, as they have never developed a tolerance for feelings of failure — because they have not had much experience of such feelings. Posits learning to reason productively requires courage because home truths may well emerge — but experience shows it is worth persisting with.
Getting the most from your intellectual assets
Authors: Kippenberger T
Published: May 2004

Spotlights the Dow Chemical Company, founded in the USA in 1897, now employing 38,000 people globally, and with more than 2,000 chemical‐related products. Looks at the new intellectual assets (of which there are three): to integrate Dow's intellectual assets into the business's strategic thinking; to maximize the value to the business of existing intellectual assets; and to develop management processes to maximize the creation of new, valuable intellectual assets. Concludes that the case for investing is the active management of intellectual assets, even if they are not as Dow hopes, seems to be proved.
Wrestling with the measurement and management of intellectual capital
Authors: Kippenberger T
Published: May 2004

Proposes that financial accounting is an insufficient language for handling such intangible resources as knowledge. Seeks to demystify the scope of intellectual capital to prepare the way for a better understanding of its substance within the balance sheet, so that its value may be adequately recognized. Sums up that objective accounting disciplines may get in the way of the type of subjective judgements that intangible assets, such as knowledge, require. Strong use of figures helps in assisting with explanation.
Strategic capabilities depend on managing knowledge assets well
Authors: Kippenberger T
Published: May 2004

Focuses on organizations that compete through technological advantage, instead of personal service or access to raw materials. Identifies three types of capability: supplemental capability; enabling capabilities; and core capabilities. Research shows that there are always sharp discontinuities — often prompted by technological change. Provides a figure with much detail for added informational assistance.
Acquisition fallacies and net value added
Authors: Gould B , Bull R
Published: May 2004

Outlines the basic arithmetic of value and price in mergers and acquisitions, focusing on value and ignoring short‐lived accounting effects. States company buyers must select targets in which more value can be created, Uses figures and panels to give added explanation to ideas here, and the three common acquisition fallacies are included: fanciful buying; financial engineering; and bargain purchase.
Company cultures in M&A (mergers and acquisitions)
Authors: Soroghan S , Kippenberger T , Gould B
Published: May 2004

Outlines two basics of successful mergers and acquisitions: agree on who has to change; and ensure suitable cultures. Examines organizational culture in combining organizations, beginning before significant changes were introduced. Employs three figures to aid in explanation of the arguments. Sums up that when little integration is required, cultural compatibility is of less importance.
M&A (Mergers and acquisitions): not for the average company
Authors: Gould B
Published: May 2004

Declares an acquisition is successful if the returns to shareholders increase following acquisition, allowing for the acquisition premium paid. Gives the findings as: value loss; impact of the premium; strategic relatedness; the payment method; method of acquisitions; and relative size. Looks, also, at key implications and post‐deal integration.
The cultural cross‐border acquirer
Authors: Gould B
Published: May 2004

Wonders whether the unrelentingly high failure rate of cross‐border mergers and acquisitions (M&A) means the strategic role of M&A in the emerging global economy has been exaggerated? Asks various questions such as: is culture a myth? can culture affect M&A? and why is culture so fuzzy? Uses a two‐page panel to examine in detail the Swiss/Swedish multinational Asea Brown Boveri. Sums up that there is also an intangible aspect to culture, requiring an experiential knowledge to get things done.
Benefits of internal communication
Authors: Kippenberger T
Published: May 2004

Examines both the long‐term effects of the merger on employees and also highlights the impact made by enhanced communications. Investigates the merger of two ‘Fortune 500’ companies engaged in light manufacturing — believing there were strategic advantages to be gained by combining some product lines, sales and distribution functions, plus eliminating redundant staff and facilities in some divisions. Makes good use of figures and highlighted boxes for emphasis and does mention the effect on employees' morale as being a negative one.
Financial PR and straight‐talking to employees
Authors: Gould B
Published: May 2004

Cautions that in any takeover or merger, directors are often so totally preoccupied in the pre‐deal period that any plan which they come up with is usually the afterthought of a group of very tired people. States the two most important areas are: employee communications; and financial communications — the former using documentary videos, brochures, team briefings and local media; and the latter to try to help create a climate of opinion in the business press and among analysts.
Nothing endures but change
Authors: Kippenberger T
Published: May 2004

Exposes Greek philosophers' (Herodotus, Parmenides and Empedocles) sayings and the commonsense that they are based on. Posits that change is one modern‐day word to suffer by comparison and managers must be aware that change does not always become necessary for negative reasons ‐ change does not lend itself to easy simplification. Warns against overuse of the ‘re‐’ words and lists some of the more obvious ones.
Transformation: the critical routes to success (or failure)
Authors: Kippenberger T
Published: May 2004

Determines that nowadays organizations can no longer afford to adapt gradually ‐ evolving as the environment alters. Contrasts the mechanistic process of ‘managing’ with all its overtones of risk reduction and keeping the show on the road. Lists out eight steps for leading change drawn from 100 companies, large and small, profitable and unprofitable. Summarizes transformation programmes are always messy and always full of surprises ‐ but learning these lessons will eliminate many of the causes of failure.
Blending the personal and the organizational to lead change
Authors: Gould B
Published: May 2004

Makes much of the individual's total relationship with the organization ‐ named as the ‘compact’ between each member and the organization. Considers when it comes to managing change it is to manage compacts ‐ and when organizations change the compacts change too. Uses two Figures to aid with change types and processes. Concludes renewal and realignment of personal compacts between individuals and the organization is the lever to effect the change required.
The End of Marketing
Authors: Gould B
Published: May 2004

Posits that in any business there seems to be three general activities: first, businesses must attract and keep their customers; second, businesses must produce services or goods for their customers; third, businesses must renew production and ways of relating to customers. Concludes that organizations must attract, satisfy and keep customers.
Aligning marketing activities: production, sales and service
Authors: Kippenberger T
Published: May 2004

Argues that the most successful 200 hi‐tech companies researched herein are those that used concurrent marketing techniques, and these are those that involved close integration of production management, sales management and field service operations — therefore involving fast interaction. Illustrates IBM in a highlighted box, discussing the way IBM solves its marketing problems. Sums up that concurrent marketing is both a challenge and an opportunity.
Barriers to market orientation: the myths and realities
Authors: Kippenberger T
Published: May 2004

Delves into market orientation and gives its true definition as ‘the organizational culture that most effectively and efficiently creates the necessary behaviours for the creation of superior value for buyers and, thus, continuous superior performance for the business’. Looks at possible barriers, a marketing culture, and the dominant culture. Concludes that much work on barriers to market orientation has been ill focused.
Brand valuation: an awkward necessity or the Emperor's new clothes?
Authors: Kippenberger T
Published: May 2004

Proposes that brands must be valued and that since the late 1980s this has gathered momentum in the larger firm. Takes a bird's‐eye view of the brand valuation argument and underlines the powerful nature of brands as a defensive mechanism in a competitive environment. Argues that brand valuation has developed partly as a way of excusing excessive acquisition premiums paid in mergers and acquisitions since the late 1980s; though overspending on premiums has led to spending cuts in brand maintenance and development so reducing their value.
Setting the offering apart from its competition
Authors: Kippenberger T
Published: May 2004

Suggests one general framework that centres on the choices that customers make between competing offerings as firms compete for customers, the options for competitive strategy concern the ways in which firms can make their offerings different in the eyes of customers. Uses Figures to show different strategies and modes. Concludes, when competitive shifts occur, firms must adapt their differentiation strategies to the new conditions, which puts new demands on their resources, capabilities and cultures.
The essence of excellent service
Authors: Kippenberger T , Gould B
Published: May 2004

Advances that profitability and growth are directly linked to customer and employee satisfaction, through the delivery of excellent service. Pinpoints, in boxes highlighted for emphasis, the virtuous circle of excellent service and the five dimensions of excellent service. Lists ten inter‐related steps, which, together, function as a whole to bring about total customer satisfaction
Systematic product innovation
Authors: Gould B , King N
Published: May 2004

Presents a comprehensive approach for companies that want to bring a continuous stream of successful new products to market. Strongly advocates a culture in which the selection criteria for new innovation opportunities are widely promulgated and acted on. Highlights the importance of spreading the innovation criteria right through the business.
‘Much ado about nothing?’ or ‘Can you hear the grinding of axes?’
Authors: Kippenberger T , Gould B
Published: May 2004

Spotlights Honda Motor Co. of Japan's spectacular subsidiary operation of motorbikes in the USA, forcing Harley‐Davidson into a niche market. Shows how Honda's flexibility (smaller‐sized bikes at first and progressively introducing bigger and bigger bikes), led to domination of the total US market, to Harley‐Davidson's surprise. Uses highlighted boxes to expound various lessons learned.
The classic strategy mode
Authors: Kippenberger T
Published: May 2004

Argues that the process of corporate strategy consists of two distinct parts: formulation, and implementation and points out that in real life the processes of formulation and implementation are intertwined. Looks at finding the strategic alternatives, implementing strategy, and unstated strategies, warns nobody should mistake apparent strategy visible in a pattern of past incremental decisions.