bluuebunny/crossref_metadata_2025 huggingface dataset:
Purpose: the human face of strategy
Authors: Kippenberger T
Published: May 2004

Contends that, as competition becomes truly international, as company boundaries blur, and expertise is recognized as a valuable resource, the strategy‐structure‐systems model appears static and mechanistic ‐ needing to be replaced with one that is in touch with today's highly complex business environment ‐ a model based on purpose‐process‐people. Concludes purpose, not strategy, is the way to tap into the imagination and energy necessary to achieve competitive advantage. Highlights Komatsu (rival to Caterpillar) in a box.
Strategy: where to from here?
Authors: Kippenberger T
Published: May 2004

States the big problem with strategy is the fragmentation — leading to many differing schools of thought, which leads to confusion, if not disaffection for managers. Posits that there has been little cross‐fertilization between the fields of strategy and economics except the model proposed by Michael Porter in the 1970s/1980s. Argues competitive strategy is the search for favourable competitive positions in an industry because that is where, fundamentally, competition occurs.
Fresh perspectives on some original concepts
Authors: Kippenberger T
Published: May 2004

Stresses that a resource‐based view is not one integrated perspective, rather it is a confluence of renewed academic thinking on this subject. Proclaims that the resource‐based view focuses, primarily, on the resources and capabilities that a company has and only secondarily on the industries/markets in which it operates. Concludes that making relevant decisions and commitments in the face of an uncertain future, tests strategic management ability to the full.
Getting to grips with uncertainty
Authors: Kippenberger T
Published: May 2004

Challenges the belief shown by many McKinsey managers that accurate predictions of the future follow rigorous analysis using the many tools available. Describes four levels of uncertainty that require differing approaches: clear‐enough future; alternate futures; range of futures; and true ambiguity. Emphasizes that real options create learning through the thought processes that the method demands and by virtue of the time that can be gained before commitment has to be made.
Strategic leadership at General Electric
Authors: Kippenberger T
Published: May 2004

Discusses General Electric (GE) and the way it has adapted and implemented strategy to changing market‐place conditions. Elaborates on GE's origination from the Edison Electric Light Company set up by Thomas Edison in 1878. Shows how entrepreneurial leadership has helped the company to stimulate growth. States high technology and technical service businesses were central to GE's growth objectives; both businesses were elevated to sector level.
The business case for better human capital management
Authors: Gould B
Published: May 2004

Declares that, prior to the mid‐1990s, research in human capital management tended to focus on certain practices in isolation. Spotlights a highlighted box, to show recent research conclusions on managing human capital. Concludes that research in human organization is a tricky undertaking — even at the best of times.
Work strategy, markets and knowledge
Authors: Gould B
Published: May 2004

Postulates there is only one right strategic path that can successfully address the issues dealing with customer preferences and an organization's own capabilities. Stresses the single learning path the company needs to identify what customer really want. Highlights the main points in a box and uses Figures to aid in explanation; also highlights, in a further box, the United Services Automobile Association in the USA, showing how it has developed in 30 years from craft service to mass customization and beyond. Concludes firms must learn from their customers to enable adaptation to each individual situation.
Best practices I
Authors: Kippenberger T
Published: May 2004

Advocates that copying adoption of the surface manifestation of best practice drivers can be wasteful or counter‐productive, because it may bear little relevance to the needs of the company doing the copying, as copying might feed management's need to be seen to be taking action, it may bear little relation to the company's own market reality and culture. Lists 8 best practice points which are fundamental drivers of best human asset management. Concludes that the same points apply worldwide but that best practices are expressed differently through various differences of culture, social, economic and legal factors plus technological development.
Meshing business and people strategies I: resource‐based strategy
Authors: Gould B
Published: May 2004

Postulates that failure to reach beyond competitive positioning has meant that most attempts to make people management more strategic have hit a shortfall. States strategic people management ends up being merely operational — something to be mopped up after the big decisions about mission and markets have already been taken. Concludes that resource strategy is not going to take people by storm as many firms are set on maintaining a balance between short‐term cost containment and long‐term investment in human capital.
Employees’ experience of people management
Authors: Gould B
Published: May 2004

Submits that managers have a poor understanding of how employees react to various methods of managing human capital. Reckons that the belief that people management is strategic focuses attention on the views of senior management, neglecting the actual employee experience. Concludes that several people management initiatives promote actually achieving successful linkage between people management and strategy — though this was less commonly achieved.
Best practice in pockets
Authors: Gould B
Published: May 2004

Because managers are seldom in a position to drive top‐down change, they must work within their own spheres of influence, by sculpting pockets of best practice out of the bedrock of surrounding organizational life. Highlights job meta‐abilities in a panel with an example of a manager wanting to improve strategic contribution at his firm. Concludes meta‐abilities cannot be taught with traditional methods but are developed from within — through challenging experiences.
Culture and human capital I: Europe
Authors: Kippenberger T , Gould B
Published: May 2004

Proclaims that many in the USA see the Single European Market as a unifying force that will obviate the need to manage people according to their country — others see Europe as irrevocably fragmented by cultural divisions, states both views are simplistic. Gives four forces of diversity: cultural factors; business structures; institutional influences; and the HR function. Records that factors, such as industrial relations and collective bargaining, have created a European‐wide trend towards more flexible employment terms.
Culture and human capital II: Pacific Asia and Japan
Authors: Kippenberger T
Published: May 2004

Contends that Asia is not isolated from global market forces and there are signs that these forces may usher in an altered form of human capital management bearing more resemblance to a Western model — just as Western management has been influenced by Asia. Uses a highlighted panel to show three Pacific Asian styles. Shows how Japan has developed its policies and retained workers in the face of much change and angst.
Oticon: anomaly or model of the future?
Authors: Gould B
Published: May 2004

Spotlights Danish hearing aid manufacturer, Oticon, and the way it swept away four shibboleths of human capital management which were: departments and titles would go; no more job descriptions; no offices; and no memos. Highlights, in a box, Oticon's customer intelligent products. Shows that employees and managers share responsibility for training and career development, helping one another to access and use information for the company's benefit. Spotlights, in another box, Oticon's success story.
Managed learning: elaborating on Lewin's mould
Authors: Kippenberger T
Published: May 2004

States that change involves alerting perceptions, attitudes and behaviours but this can be a painful and destabilizing experience ‐ involving unlearning and a process of fixing up something familiar or valued. Believes there are basically three processes to go through to generate both the readiness and motivation to undergo such change: disconfirmation; creating guilt or survival anxiety; and providing psychological safety. Submits that absorbing new ideas, views and beliefs in this way ensures a closer fit with the personality of an individual.
Building trust and co‐operation through fair process
Authors: Kippenberger T
Published: May 2004

Proposes that classical economical theory assumes that people, motivated by self‐interest, are more likely to notice the outcome of a situation than the process they went through to achieve it. Spotlights, in a box, Air France and the change initiatives it has taken on board. Concludes, that unless we understand what it is that fair managers do, fair process as a guiding principle within an organization cannot be established.
How is strategy formed? Ten schools of thought
Authors: Kippenberger T
Published: May 2004

Provides a good illustration of the disparate strands of thinking on the subject of strategy. Highlights and discusses the descriptive schools: strategy as vision; strategy as thinking; strategy as learning; strategy as politics and power; strategy as culture and ideology; strategy as imposed from outside; and last, but not least, strategy as defined by time, place and context. Concludes that radical change means wholesale and concurrent change to strategy as well as organizational structure.
The unexpected side‐effects of attractive remedies
Authors: Kippenberger T
Published: May 2004

Recommends that although once every major industry was a growth industry ‐ but that some are now riding a wave of growth enthusiasm, but this is in decline. Illustrates, with graphic use of Figures, the pertinent points of the arguments herein, which include gap analysis. Urges diversification and the handling of it, would become a major management preoccupation for the next 20 years. Concludes, after the mid‐late 1980s restructuring and downsizing, there is greater emphasis on shareholder value delivery.
The fine art of crafting strategy
Authors: Kippenberger T
Published: May 2004

Believes there are five possible definitions of strategy: a plan; a play; a position; a perspective; and a pattern. Suggests these can all be compatible. Chronicles the real test for managers of strategy is if they can keep the organization on a stable course but also be capable of making changes as events unfold ‐ much depends on timing and context.
Discovering revolutionary strategies
Authors: Kippenberger T
Published: May 2004

Posits that all industries fall into three categories: the rule makers (e.g., IBM and Coca‐Cola) the rule takers (e.g., Fujitsu and McDonnell Douglas) and the rule breakers (e.g., IKEA, The Body Shop, Swatch and Southwest Airlines). Proposes ten principles that can help companies release ideas for the future and lists these with full explanations. Highlights, in a box, three areas in which opportunities for revolution arise: the offering; the market; and industry boundaries. Concludes that participating in the process of creating strategy helps to inspire people to implement it.
Organizations in pigeonholes
Authors: Gould B
Published: May 2004

Discusses organizations and their differing theories, as promoted by managers, but wonders whether they are bewildering to managers who may not know where to start. Posits that there are four potentially different theory categories and these are: inside, outside, individuals, and groups. Uses a Figure to aid in explanation of these four basic aspects of organizations. Concludes there is no such thing as good organization ‐ it is relative ‐ good in one context may also be bad in another.
The benefits of bureaucracy
Authors: Gould B
Published: May 2004

States the use of the word bureaucracy is greeted with much disparaging comment, with Max Weber held up as the father of the movement (although he saw its limitations). Highlights a Table giving benefits of bureaucracy compared with traditional organizations. Argues the integration of rationality into organizations has its costs. Reckons that many recent efforts in managing organizations can be seen as attempts to retain the benefits of bureaucracy while overcoming the drawbacks.
3M
Authors: Gould B
Published: May 2004

Spotlights the 3M organization and its progress ‐ from its 1902 beginnings to the present day success story ‐ through backing ideas through to the development of world‐class products by organic growth. Contends that 3M's group structure seems to be quite hierarchical, with a CEO, sector heads, ranges of groups which include divisions, departments, business units and project teams within departments. Goes on to expand on these in greater depth. Concludes 3M has an exceptionally high‐trust culture with lots of trust enabling horizontal information flows and assistance between the various units of 3M.
Don't assume anything …
Authors: Kippenberger T
Published: May 2004

Discusses the year 2000 (Y2K) problem and the lack of real knowledge about what may or may not happen. States IT aspects of the problem are the only ones with any real focus, as management thinking tends to be scarce ‐ reasoning that awareness and understanding vary widely among managers. Avoids too much speculation and includes a Table of Y2K economic scenarios to aid understanding.
Beware: a factual and verbal minefield!
Authors: Kippenberger T
Published: May 2004

Weighs up the Y2K problem and the potential for disaster within it. Contends that authorities everywhere seem anxious to reassure everyone that the problem of Y2K may not be as bad as depicted in the media ‐ though this is clearly untrue and, as a degree of self‐deception or misunderstanding, plain disconcerting. Employs a panel to depict some results of a Y2K task force.
The dangers of dabbling with dates
Authors: Kippenberger T
Published: May 2004

Elaborates on the Y2K problem from a slightly different kind of view, by examining how, for 2.5 millennia, astronomers, mathematicians and physicists, emperors, popes and politicians, have attempted to dabble in the calendar in differing ways. Looks at the Julian calendar, which was introduced in 45BC, and also at the Gregorian calendar (which was introduced in England on 14 September 1752), which caused riots in the streets. Uses Figures and highlighted boxes to aid in discussion. Predicts only a few IT systems failures will occur at the actual millennium date change.
Wrestling with embedded systems
Authors: Kippenberger T
Published: May 2004

Weighs up embedded systems (devices used to control, monitor or assist the operation of equipment, machinery or plant‐embedded, signifying they are an integral part of that equipment), which may use between 20‐100 chips that could be affected by the millennium bug. Demonstrates, using Figures, embedded systems and IT ‐ different effort profiles and vendor response. Looks at implications and consequences if the embedded system problem is not addressed.
The legal agenda
Authors: Kippenberger T
Published: May 2004

Relates that a deluge of material has been written outlining the potential legal risks, much of it alarmist, about the Y2K problem. Gives much information about current law but does quantify this is not legal advice, which should be obtained from the qualified legal authorities. Uses highlighted panels to explain various important areas such as: lawyer's bonanza; insurance; and dispute management. Closes with a caution about seeking the correct legal advice for each individual organization as to where it stands in the scheme of things.
Three vulnerable areas
Authors: Kippenberger T
Published: May 2004

Discusses how some countries (USA, Brazil, Australia, Germany and Canada) have a limited jurisdiction over individual states, provinces or regions of each country. Illustrates healthcare and emergency services and discusses each with regard to the Y2K problem. Wonders whether, because of underfunding, awareness and resourcing are lower than required with regard to demand on these services.
Taking a global view
Authors: Kippenberger T
Published: May 2004

Concentrates on the millennium bug and states although some countries and areas appear underprepared (in Eastern Europe, Russia, South America, the Middle East, Africa and China) even the supposedly best prepared, such as the USA, seem to be some way off their own stringent targets ‐ even in defence, for instance. Includes 9 pages of maps to illustrate the differing activities going on around the world.
Handling supply chains
Authors: Kippenberger T
Published: May 2004

Delves into supply chains ‐ and possible effects of Y2K on them ‐ and their possible complex nature. Includes discussion on US retailer Home Depot and Toyota's UK plant. Contends that more and more organizations are considering stockpiling in lean systems, for example the USA has already built up 2‐3 months supply of petrol in reserve as a precautionary measure. Depicts a checklist in a shaded box for information and aid in addressing supply chain issues.
Managing people
Authors: Kippenberger T
Published: May 2004

Looks at the millennium bug with regard to the human resources facility. Ponders whether some highly skilled staff will try to move jobs ‐ especially if the staff are poached by other companies ‐ as the IT shortage grips. Looks at morale and motivation and training plus effects on individual and families. Concludes that (for instance) the US State Department has threatened to evacuate Americans abroad in case of problems. Includes a partial checklist to aid human resource professionals in the Y2K build‐up.
Strategy: where to from here?
Authors: Kippenberger T
Published: May 2004

Predicts that the next 12‐18 months will not be ‘business‐as‐usual’ as the Y2K deadline approaches and passes. Suggests there are three basic options in the run up to the change of date: first, ignore a short‐term problem leaving existing corporate plans; second, view Y2K, and its wider ramifications; and, finally, to recognize Y2K as a real danger, to address the challenge positively accepting opportunities and recognizing the threats. Concludes whatever the level of disruption that actually occurs, there will not be uniform Y2K effects.
Is this chaos, at least in theory?
Authors: Kippenberger T
Published: May 2004

Looks at chase theory ‐ the unpredictable yet creative behavioural nature of complex systems. States the Y2K bug may provide one of the most valuable insights into the implications of chaos theory in business and management to date. Looks at chaos theory in brief with discovery, choice and action and both negative and positive feedback. Uses 2 Tables to show sources of tension and Stacey's control parameters in relation to Y2K. Concludes complexity theory argues that the future is unknowable and it would be unwise to assume the next 18 months will be business as usual.
The origins of the problem
Authors: Kippenberger T
Published: May 2004

Weighs up the millennium bug (Y2K) and the processes of early technology which have brought this problem to the fore, in particular computer programmers/business managers’ lack of foresight from the 1960s to the present day. Contends that IT specialists and business managers talk different languages and do not easily communicate with each other. Further discusses the computer's reasoning behind the Y2K problem and uses a highlighted panel to help in this. Stresses that because computers now have such responsibilities, the aura of infallibility plus cost and dangers involved, seems to be causing a semi‐paralysis among companies and businesses.
It's a PC world
Authors: Kippenberger T
Published: May 2004

Speculates that, recently, end‐user systems have grown relatively uncontrollable, beyond IT support scope and at end‐user discretion. Predicts that date logic problems are likely to affect all PCs in one way or another, believing that over 90 percent of PCs bought prior to 1997 will fail at the hardware level. Hopes that the mid‐1998 survey of companies, which showed only 20 percent were tackling the desktop problem, has now become much higher.
The opaque private sector
Authors: Kippenberger T
Published: May 2004

Suggests that there are a number of reasons why the private sector wishes to remain opaque in the face of the Y2K millennium bug. Discusses how regulatory authorities are normally not able to act until the last minute, which could have deleterious effects on the UK National Health Service. Employs a Figure showing worldwide status by industry. Records that of the UK's 500 largest quoted companies, only 6 percent have completed preparatory work (29 percent more able to function), with 45 percent in the remediation and testing phase and 20 percent having done barely anything.
Understanding why corporate and industrial crises occur
Authors: Kippenberger T
Published: May 2004

Reckons that industrial crises are triggered by events which are specific and identifiable, and which damage the environment, property, even life. Acknowledges trigger events are most unlikely to occur, often preceded by warning signs indicating problems — but these are frequently ignored because of the perceived unlikelihood of a disaster. Uses a Table, depicting a model of industrial crises, for added emphasis. Argues that industrial crisis cannot be dealt with at the level of single organizations as ultimately it is the economic and cultural environments inside and outside an organization that play crucial roles in preventing disasters.
A catalogue of crises
Authors: Kippenberger T
Published: May 2004

Illustrates eleven different crises in companies to show that not only well‐known cases are problematical. Discusses each case in depth and gives details of the effects of the disastrous aftermath for companies involved.
Facing different types of crisis
Authors: Kippenberger T
Published: May 2004

Identifies seven types of crises that managers face, these range from natural disasters to technology failure and encompass crises provoked by external confrontation or direct acts of malevolence. Lists out seven types of crisis: natural disasters; technological disasters; crises of confrontation; acts of malevolence; misplaced management values; acts of deception; and management misconduct. Concludes senior management (managers at all levels and in all disciplines) need to be aware of potential problems to enable prevention or mitigation of such crises.
Activists: sizing up the problem
Authors: Kippenberger T
Published: May 2004

Looks at pressure groups and the effect of their campaigns on organizations. Employs two checklists — the first looks at the issue from the company's viewpoint and the second from the activist's. Highlights, in a shaded box, Nestlé — with regard to a visualized activist checklist for the genetically engineered soya issue.
A guide to managing corporate crises
Authors: Kippenberger T
Published: May 2004

Explains what an organization needs to do before, during and after a crisis, and also what skills and expertise are required. Defines a crisis as an event that can destroy or affect an entire organization, pointing out it can threaten the existence of products or operating divisions, harm people's health or welfare, and the environment, severely damage the organization's financial position and devastate its reputation. Lists eight steps to use with regard to crises. Concludes organizations are crisis prone but some forethought could put them on the road to becoming ‘crisis prepared’.
Kidnap, ransom and extortion
Authors: Kippenberger T
Published: May 2004

Discusses the rise in kidnappings from 6,000 a year in the 1980s to between 20,000 and 25,000 worldwide in the late 1990s. Illustrates which countries are most likely for kidnaps to happen in and the various outcomes for victims (some of whom were killed). Lays down various techniques for the avoidance of kidnapping and suggests there is no room nowadays for complacency.
Thinking about the future
Authors: Kippenberger T
Published: May 2004

States many organizations are forced to rely on personally held, often idiosyncratic, views regarding the future. Looks at how the founder of Digital Equipment Corporation, Ken Olsen, who wrongly predicted that PCs would never be in individual's homes was proved wrong! Investigates other companies that have also made wrong decisions and discusses them in depth. Uses a Figure to emphasize the relationship between scenario content and managerial response.
Talking about scenarios
Authors: Kippenberger T
Published: May 2004

Weighs up the word scenario and its use in modern business. Emphasizes that scenario methodologies come into three categories, which are: intuitive logic; trend‐impact analysis; and cross‐impact analysis. States scenarios used in exercise situations depend on the intended use, and budget and that, even so, it is worth persevering to reach best outcomes.
Using scenarios to develop the right resources and capabilities
Authors: Kippenberger T
Published: May 2004

Recounts an approach to scenario management with a German viewpoint. States scenarios are a way of helping organizations to reduce the uncertainties inherent in developing the right success potentials in time to retain competitiveness. Stresses that a typical scenario project is a five‐stage process: preparation; field analysis; projection; development; and transfer. Employs 4 Figures to aid in the explanation of the arguments herein. Concludes scenario management is a powerful and practical way of constructing strategies robust enough to withstand a variety of different futures and forcing forward thinking from managers.
Pitfalls in scenario planning
Authors: Kippenberger T
Published: May 2004

Lists 20 common pitfalls regarding scenario planning and divides them into 2 parts: process; and content. Uses a shaded box to highlight other things to watch out for — these number 7 in total. Concludes the list is a very valid one and should be taken note of.
Putting scenarios to use
Authors: Kippenberger T
Published: May 2004

Declares the effort involved in scenario creation means organizations are loath to publicize them. Depicts corporate scenarios in the public domain as: Statoil; Digital Equipment Corporation; US Defence Industry; and an unnamed US IT company; plus the European Commission. Lists generic scenarios as: the Chatham House Forum; and the Henley Centre. Discusses all of these in depth and offers good and deep explanation of all the relevant points.
Is there anything that won't be affected?
Authors: Kippenberger T
Published: May 2004

Discusses the digital economy and its spectacular take‐off despite varying views from experts over the previous 4 years. Posits the digital economy is now part of everyday life and business must be managed accordingly. States the development of e‐commerce and e‐business has been so fast that track records, proven experience, detailed research and considered answers are hard to come by. Determines that e‐commerce and e‐business are having an impact on all sectors of the economy.
Big bang — again
Authors: Kippenberger T
Published: May 2004

Chronicles that the shift to electronic trading in financial and capital markets is likened to the ‘Big bang’. Pinpoints that both the UK and the USA (as a result of a mixture of changing regulations and new technology) securities markets began online basic trading in 1986, although Japan did this in early 1982. Concludes changes occurring in a switch to electronic trading, business‐to‐consumer and business‐to‐business, could appear daunting — but some sectors of the economy have been here before.
Welcome to a virtual world
Authors: Kippenberger T
Published: May 2004

Forecasts that virtual assets — knowledge and information — will transform the way business is undertaken, requiring the business success rulebook to be rewritten. Posits that both the ‘virtual economy’ and the ‘virtual company’ are fast becoming a reality, stimulated by technological changes. Recounts that there are four ways of the information revolution affecting many different business functions: research and development; manufacturing; distribution; and marketing. Concludes the information revolution helps to provide a timely reminder that the changes taking place in business go far beyond just a discovery of new retailing ways.
Retail: the first of the e‐wars
Authors: Kippenberger T
Published: May 2004

Insists that not all products and services are susceptible to being sold electronically, and shows that de Kare‐Silver proposes an electronic shopping test to aid in helping retailers and suppliers assess the new market forces. Copious use of Figures aids in explanation of the points involved. Lists ten strategic options in panels also, to aid in the conclusions about e‐retailing and marketing. Closes by stating many skills necessary have yet to be learned — companies accepting the challenge will be retail revolution gainers.
The phenomenon of virtual communities
Authors: Kippenberger T
Published: May 2004

Points out that there are five main characteristics of the virtual community business model: distinctive focus; capacity to integrate content and communications; emphasis on number‐generated content; access to competing publishers and suppliers; and commercial orientation. Depicts three Figures to aid in the description of the pertinent points within. Concludes virtual communities have the potential to overturn many traditional business assumptions.
Becoming an e‐business
Authors: Kippenberger T
Published: May 2004

Advances that by 2010, two billion people will be online and that this many potential customers will force businesses operations to change in a big way — as customer loyalty will be paramount. Highlights six common traps to trip up even successful online businesses: misunderstanding the medium; trying too hard to please everyone; when technology rules supreme; when marketing takes the reins; the introverted Website; and believing you know best. Uses Figures and highlighted boxes to add emphasis to the article. Sums up that the period from 2000 to 2005 will see an exponential shift, wiping out most of today's business processes.
Infomediaries
Authors: Kippenberger T
Published: May 2004

Argues, as a result of the convergence of commerce, technology, and consumer frustration, these new infomediary businesses could help customers capture, manage and maximize information assets value. States infomediaries can act as their client's agents, representing their interests and guarding their privacy. Looks at market characteristics and examples of potential markets, which are: essentials; and consumption and lifestyle markets. Summarizes that greatest success for potential infomediaries may come from alliances between traditional and Internet companies — thereby having the best of both areas.
From intranet to extranet
Authors: Kippenberger T
Published: May 2004

Believes the introduction of Internet technology stimulates a learning process often associated with an upsurge in creative and entrepreneurial activity. Describes an intranet as an organization's closed internal network based on Internet technology and an extranet as connection of intranets of an organization with its external contacts. States the extranet's benefits include: its infrastructure; learning and knowledge; reduced time to market; electronic business and commerce; shorter sales cycles; and customer service and support. Cautions the move from intranet to a successful business‐to‐business extranet requires careful thought, as it is more than just the technical linking of intranets. Concludes there will be a meteoric extranet growth.
E‐security
Authors: Kippenberger T
Published: May 2004

Suggests that there are four principal security functions for commercial transactions: confidentiality; integrity; authentication; and non‐repudiation. States the conduction of business has been changed by the Internet. Discusses the need for electronic business security technology, physical as well as electronic. Highlights various forms of security as: different links; encryption; digital signatures; public key infrastructure; smart cards and smart buttons; and identification. Sums up that no data security system is impenetrable and the main vulnerabilities are: secret key compromise; public key tampering; viruses; direct cryptanalysis; or old‐fashioned physical security breaches.
Truly open markets for everyone
Authors: Kippenberger T
Published: May 2004

Notes that, in 1999, there were an estimated 90 million PCs in the world — but 900 million TV sets! Looks at the future for mature, truly open, electronic buying through the TV's remote control and states this progressive idea will work for everyone locally and every day. Offers much thought for the future.
Managing companies in the global marketplace
Authors: Kippenberger T
Published: May 2004

Describes the world's largest companies as being in a state of flux. Acknowledges that the various ways in which companies have responded strategically and organizationally to conflicting pressures have led to radically different degrees of success — even within same industries. Determines there are three types of large organization which vary widely in approach to strategic positions, organizational structures and management processes: multinationals; global companies; and international companies. Makes great use of six Figures as an aid to explanation of the points made herein. Concludes transnational organizations are complex to organize and manage — but to succeed they must justify the effort involved in meeting the challenges.
The mythical global corporations
Authors: Kippenberger T
Published: May 2004

Weighs up that, in the face of increasingly complex technologies and economies, the way that individual multinational companies (MNCs) respond reflects the varied historical backgrounds in which they are rooted. Details corporate governance and finance in the three main areas: the USA; Germany; and Japan. Summarizes that MNCs are rooted in their own cultural, historical and economic heritage.
Emerging strategies for local companies
Authors: Kippenberger T
Published: May 2004

Declares that such global goliaths as Coca‐Cola and Procter & Gamble have been surprised how indigenous, local companies have speedily fought back to create competitive markets. Demonstrates three components local companies need to exploit their competitive success to advantage: unique perceived value; cultural capital; and targeting and positioning. Looks at empowerment of local firms and competitive strategies for local companies. Employs a Figure showing pressures for globalization. Concludes with four alternative strategies for local companies to defend, extend, dodge, or contend their market position: defenders; extenders; dodgers; and contenders. Sums up that perhaps globalization may not be as simple as it once seemed.
Getting international teams to work
Authors: Kippenberger T
Published: May 2004

Addresses cultural differences, stressing diversity should be seen as a benefit but that they are overlaid by inequalities within teams. Identifies eight contributory factors, offering guidance to team leaders on how to get to grips with them: cultural norms; individual behaviour; communication; leadership styles; group processes; inequalities; geographic separation; and difference and similarities between work‐based cultures. Sums up that international teams are not disconnected in some way from the organization in which they work.
Finding and keeping the necessary talent
Authors: Kippenberger T
Published: May 2004

Suggests that multinationals' big problem is a lack of leadership talent and that it is increasingly difficult to find and keep the right people needed to run operations in emerging markets. Highlights Shell and Honeywell in shaded boxes for examples of retaining talent. Concludes multinationals have to offer better salaries and increases to retain their high fliers and incentives need to be loaded towards retention; for example, non‐transferable stock options, subsidized housing, and repatriation bonuses.
The changing world of work
Authors: Kippenberger T
Published: May 2004

Discusses various countries’ employment, work practices and structures of organizations, stressing it is by no means a comprehensive checklist. Covers Japan; plus Germany, The Netherlands and Spain of Continental Europe; also includes the USA, Canada, Australia and New Zealand (the Anglo Saxon countries). Looks at the unemployment rates and the impact of IT on jobs. Proposes that change is coming from varied areas and work’s changing nature also requires new skills. Concludes both managers and individuals must stay abreast of change in the way work can be done now and, especially, in the future.
What are the fundamental changes taking place?
Authors: Kippenberger T
Published: May 2004

Proposes that changes are usually encapsulated in the classical theory of post‐industrialism, with regard to the information revolution. States there are two different information models: the service economy model; and the industrial production model. Looks at global interdependencies in work, citing the three mechanisms working on global labour interdependence: the multinational corporations; international trade; and global competition. Uses highlighted boxes in explaining the three various dimensions of: value‐making; relation‐making; and decision‐making. Concludes that labour is more important than ever to the value‐making process — but workers are more vulnerable than ever to organizations and the effect of global competition.
Breaking the executive hour‐glass
Authors: Kippenberger T
Published: May 2004

Investigates flexible working and how it affects workers — especially in the UK, where longer hours are worked than in continental Europe — though this is mostly put down to the fact that workers believe they must be seen at work to aid in furthering careers. Discloses that 30% of all approved requests for flexible working have been from managers, mostly at senior levels. Concludes managers will have to start trusting those who work away from the office, otherwise they will be unable to recruit and retain their best staff and competitors may be able to profit from that.
Getting and keeping the best people
Authors: Kippenberger T
Published: May 2004

Addresses retention of top staff and discusses how to do this for the benefit of both parties — especially for senior executives. Believes recognition of talent is very important, as it is the number one source of competitive advantage. Spotlights four colour panels with various examples and ideas of retention. States knowledge of the target is important — as recruitment, development, and maintaining talent may impact on everyone’s future — because the top companies are the ones with dominant talent for managers.
Every silver lining has its cloud
Authors: Kippenberger T
Published: May 2004

Believes modern project management practices only began to emerge in 1939 — just before World War II. Identifies the US Air Force as the main breeding ground for many current programme and project management practices, including among others the space race, as the US chased the USSR after the Sputnik (and first man in space) by the Russians. Reckons that organizations do not thrive on technique alone as management is infinitely more complicated than that. Concludes that managers who consider the use of project or programme management will find a lot of potential value — those applying it judiciously will reap considerable benefits.
A new way to create strategic change?
Authors: Kippenberger T
Published: May 2004

Posits that the pace of change now means that strategy implementation needs a more co‐ordinated approach than previously was the case. Says that it is common for senior managers to set corporate missions and strategic objectives and then to leave implementation to divisional, regional or departmental managers, using existing processes within the current organizational structure. Employs copious use of Figures to emphasize the arguments made herein. Sums up that strategists must therefore be directly involved and not leave things to professional project or programme managers.
Recognizing different project types
Authors: Kippenberger T
Published: May 2004

Reckons that change tends to generate more change and projects should only be undertaken under extreme need to solve a problem — something that may stop one achieving the goals (as long as one knows what the goals are!). Believes there are 4 different types of concept underlying all projects and discusses these in depth. Suggests that in assembling project teams the main requirements are team leaders and team members — of which a balanced need is: doers; solvers; checkers; and knowers. Concludes projects have to be treated differently to add value in the correct areas.
Pause for thought
Authors: Kippenberger T
Published: May 2004

Uses headed points to highlight ten issues, involved with projects and their management. Sets the whole thing out as a question item aimed at helping the reader to obtain the right answers. States there are many others but these will do for now!
Managing the business benefits
Authors: Kippenberger T
Published: May 2004

Submits that benefits management is defined as the identification, optimizing and tracking of the expected benefits from business change to ensure that they are achieved. Identifies benefits and quantifies them by profiling the seven profiles. Monitors the benefits and uses a Figure for emphasis. Recommends that line managers are responsible for realizing the benefits and need to be involved throughout the defining and quantifying process.
Competition as we know it is dead
Authors: Kippenberger T
Published: May 2004

Believes ‘head to head’ combat is no longer a relevant metaphor that businesses can use in today’s competitive arena. States that applying the principle of ecology to businesses will help them to grow and thrive — thereby helping managers understand how competition in business is changing. Four Figures showing a typical business ecosystem, virtuous cycle of investment and return, cycle of disappointment, and cycle of ecosystem‐based development. Concludes, worldwide, huge webs of interconnected businesses are developing crossing conventional industry boundaries and achieving new models of competition.
Don’t go it alone in the digital economy
Authors: Kippenberger T
Published: May 2004

Looks at business webs, believing that building a powerful team of partners is essential to provide the revolutionary new offerings or value propositions that enable newcomers to outmanoeuvre industry leaders. Describes business webs in full, and gives common features in eight parts, using 6 Figures to aid in explanation. Concludes business webs are creating new business configurations, through high levels of partnering.
Competition isn’t someone else’s job!
Authors: Kippenberger T
Published: May 2004

Records that most mergers and acquisitions fail to deliver shareholder value and not much attention is paid to more mundane reality matters meaning loss of priority in important matters. States resource‐based views of strategy highlights the fact that competitive advantage lies not in products or services but in resources and intangible capabilities which produce them.
Co‐branding as a new competitive weapon
Authors: Kippenberger T
Published: May 2004

Declares co‐branding (the bringing together of two or more independent brand names in support of a new product, service or venture) is seen as a legitimate development of branding. States co‐branding can bring enormous competitive advantages to the partners involved. Stresses co‐branding needs active management to achieve the desired exchange of values and reputation between brands. Foresees plenty of scope for future growth and development, as brands will play a huge role in the rapid decision‐making process.
The potential impact of B2B exchanges
Authors: Kippenberger T
Published: May 2004

Investigates the online market and its new vocabulary. Defines what is offered and what the ‘e’ and ‘i’ models are. Suggests there are four basic types of online marketplaces, and these are: exchanges; catalogue hubs; MRO hubs; and yield managers. Looks at other models of online sources and where they might work best. Sums up that online markets are a new phenomenon and their impact on competition is still difficult to judge — but should not be ignored — regulators do not want to stifle new forms of competition.
Change just won’t go away
Authors: Kippenberger T
Published: May 2004

Discusses the surge of interest in hi‐tech shares fuelled by dot.com mania. Flags up that most mergers and acquisitions fail to achieve their originally intended benefits — even though this is ignored at times. Looks at Jack Welch, CEO of General Electric (GE) and the way that, in the last 20 years, he has changed one of the world’s largest companies — the value increasing from $14bn to more than $400bn. Concludes GE is now a business built to last.
What does it mean to be flexible?
Authors: Kippenberger T
Published: May 2004

Proclaims much depends on managers’ capacity to move to a dynamic form of control that is the antithesis of routine management. States the era of mass production was at its peak in the 1950s and 1960s, which saw jobs become standardized and management tasks more specialized as control and co‐ordination became central for organization. Posits organizations have to be able to innovate and adapt to changing conditions in order to survive.
How some long‐lived companies thrive
Authors: Kippenberger T
Published: May 2004

Uses 18 companies as signposts for visionary leaders in this study and lists them in an inset along with comparison companies. Believes that by investigating companies over their life‐spans to date, and comparing them with their leading competitors to form fundamental principles, applicable over long time spans and various industries gives an overall, wider picture. Uses a Figure to emphasize conceptual framework. Contends that preserving the core ideology is an underlying need. Concludes that complacency has to be obliterated to stimulate change and improvement.
Change that can kill off great, well‐run companies
Authors: Kippenberger T
Published: May 2004

Profiles two types of technological change — sustaining and disruptive. Employs an inset of definitions explaining technology, innovation, sustaining technologies and disruptive technologies. States a lack of understanding about the strategic difference between sustaining and disruptive technologies can result in a crucial failure. Further insets shows Hewlett‐Packard’s laser jet and ink‐jet printers as a prime example of how to cope with disruptive technology, even if it threatens suicide for its original business division. Sums up firms are rarely in a position to have the correct organizational, managerial or cultural response to enable them to cope successfully with changes generated by disruptive technologies.
Two contrasting theories of change: Theory E and Theory O
Authors: Kippenberger T
Published: May 2004

Proclaims that the hard approach (referred to here as theory E) is the creation of economic value/high returns to shareholders; and that the soft approach (theory O) sees organizations as having many stakeholders, developing employees and their loyalty. Posits that, for organizations to prosper, eventually, theory E must be joined with theory O. Uses an inset with some arguments about change. Gives an example of Asda trying to combine Theories E and O, although, because Wal‐Mart bought Asda in 1999 for eight times its 1991 value, the Asda case could not be tracked over time.