bluuebunny/crossref_metadata_2025 huggingface dataset:
Crisis Management: Forewarned is Forearmed
Authors: Johnson Daniel G.
Published: March 2008

Four years ago, the Exxon Valdez ran aground in Prince William Sound, Alaska, spilling millions of barrels of oil and despoiling a priceless wilderness. Exxon's clumsy reaction to the crisis raised awareness in boardrooms across America, and corporations went to work crafting crisis communications plans that would, they assumed, save them the embarrassment — not to mention the financial loss — Exxon and its chairman, Lawrence G. Rawl, faced.
Business Intelligence
Authors: Herring Jan P.
Published: March 2008

Consider this scenario: A company's vice president for R&D had just given an exciting talk on what the firm believed would be the next major technological innovation in its business—one that would establish the company as the industry's technological leader and lay the ground‐work for a marketing plan to introduce a new system based on that technology next year. But during a Q&A session, a manager from the Far East commented that his firm had also investigated such an approach and had found that the technology could be produced.
Business Public Policy
Authors: Davidson Kenneth M.
Published: March 2008

We need to rethink the government regulations and managerial assumptions that influence our largest businesses. During the Reagan‐Bush years, undiluted free market economics brought disaster. An economic boom based on a consumer‐led borrowing binge transformed America from the world's largest creditor nation to the world's largest debtor nation with balance‐of‐payments problems that are still ballooning. Our national debt grew while our biggest firms, which form our industrial base, declined.
ONLY THE STRONG
Authors: Willey David
Published: March 2008

Competition, consolidation, and couponing have made consumers savvier and brand loyalty shakier. As a result, nurturing the all‐important brand demands a new level of creativity and an increased attention to strategy. Often it means a closer look at logos and package design.
Lessons from the Assembly Line
Authors: Patterson Marvin L.
Published: March 2008

Defining the right product at the right moment is important. But how long it takes to develop and introduce that product can have a dramatic impact on both customer satisfaction and ROI. Here's a metaphorical approach to streamlining the process.
Out‐of‐Pocket
Authors: Willey David
Published: March 2008

Craig Ahlstrom has never met Peter Magowan. But he wants his job.
Corporate Strategy
Authors: Robert Michel
Published: March 2008

The best way to neutralize a competitor's strategic heart‐beat, said the great General George Smith Patton, is to change the rules of play.
Leadership
Authors: Knorr Robert O.
Published: March 2008

If the dramatic improvements promised by business process reengineering (BPR) or the incremental improvements pledged by total quality management (TQM) are ever to be realized, let alone sustained, a clear specific effective change strategy must form the basis of the overall implementation plan.
Up Close And Personal
Authors: Winkleman Michael , Kerr Dorothy , Schultz Don , Edelman David C. , Silverstein Michael , Sonnenberg Frank
Published: March 2008

The mass market is dead. The database lives. Sales, marketing, product development—and the strategies that fuel them—will never be the same.
WHY QUALITY INITIATIVES FAIL
Authors: Juran J.M.
Published: March 2008

The guru of the international quality movement explains what keeps going wrong with so many American efforts at total quality management.
IT: The Sequel
Authors: Tapscott Don , Carson Art
Published: March 2008

As Information Technology enters its second era, it's encountering a paradigm shift that mirrors changes in the corporation itself. With no respect for traditional boundaries, it's breaking down walls and hierarchies—and, in the process, becoming an increasingly valuable strategic tool.
Book Excerpt
Authors: Sands Jack , Gammons Peter
Published: March 2008

“Baseball must be a great game to survive the fools who run it. No business in the world has ever made more money with poorer management. It can survive anything.”
SHORT TAKES
Authors: Voss Bristol
Published: March 2008

Drug tests, credit checks, background investigations, lie detector tests—these are just some of the things that today's employers go through to get hard‐working, clean‐living employees.
Global Policy
Authors: Heenan David A.
Published: March 2008

What ever happened to the borderless economy? That notion, advanced a few years ago by the Japanese strategist Kenichi Ohmae, suggested that space‐age technology would integrate productive factors around the world, rendering national boundaries obsolete.
Research & Development
Authors: Ted Prince E.
Published: March 2008

Caution: Don't denigrate the derivative. So‐called plagiarism, and other activities‐that go under various rubrics— such as cloning, reverse engineering, emulating, creatively enhancing, and upgrading—are a fundamental fact of business and economic life.
TIME TO DO OR DIE
Authors: Winkleman Michael
Published: March 2008

The ‘90s aren't a bad dream. And they're not the 70s redux, with a go‐go decade waiting around the corner. Survival will take pacing—and planning. The alternative's too ghastly to consider.
DO YOU KNOW ME?
Authors: Voss Bristol
Published: March 2008

CORPORATE STRATEGISTS ARE NOT CELEBRITIES. They're rarely household names. But, increasingly, it's their work that is shaping America's corporations—allowing them to compete in a decade that's turning out to be far more challenging, stressful, and, nonetheless, exciting than we'd expected. In an effort to ferret out strategic planning's unsung heroes, to put titles to challenges, names to titles, and faces to names, we cast a wide net. We scoured the business press. We checked in with our advisory board as well as our regular and occasional contributors. We asked subscribers, Wall Street analysts, academics, and even the people we interviewed for other articles. In particular, we were looking for individuals whose names are not familiar, who bring unusual backgrounds to their tasks, who have recently taken on new assignments, or who, because of the company they work for, face remarkable, difficult, and unusual challenges. According to our sources, those strategists we found, whose names, titles, and challenges appear on the next four pages, share a unique capacity for visualizing where they want to be, for solving problems, and then for doing what is necessary to carry their visions through. We'll be charting their success—watch for updates in JBS as the year goes on.
RAISE YOUR HAND IF YOU'RE SURE STRATEGY is Being Taught in American BUSINESS SCHOOL
Authors: Bongiorno Lori
Published: March 2008

Business schools are now facing the same type of radical restructuring as the corporation their students study. How often is strategy a part of the curricular mix?
HIGH NOON FOR THE RISING SUN
Authors: Schlossstein Steven
Published: March 2008

Hidden liabilities, now coming to light, are putting a different spin on Japan's reputation as an arrogant competitor and forcing a painful structural transformation.
JAPAN: MODEL, MYTH, OR MISTAKE?
Authors: Voss Bristol
Published: March 2008

It's time we burst our own “bubble” view of Japanese business techniques: Everything they do is neither automatically right, nor comprehensively wrong. They are, well, uniquely Japanese—in every sense of the word.
The Last Word
Authors: Kusumoto Sam
Published: March 2008

Japan: The land, the myth, the legend. Hondas. Karoke bars. Kimonos. Ancestor worship. Total quality management. Golf. Kabuki. Sushi. What's the real story? What's underneath the lacquer? What's just behind the screen? We asked various people what came to mind when they thought of “Japan” and here's what they had to say:
Basic Instinct
Authors: Winkleman Michael
Published: March 2008

If there's a general theme to almost everything that finds its way into this magazine, it's the increasing responsibility of the strategic planner to assume the role of corporate gadfly. As long as there are executives who cling tenaciously to the conventional wisdom and yes‐people who reject the mantle of iconoclasm, there will be a place for the strategic thinker who relishes the opportunity to rock the boat, to point out flaws in the‐way‐things‐are‐done‐around‐here, to offer alternative courses of action.
SHORT TAKES
Authors: Wells Jason J.
Published: March 2008

Elected by the board at the end of June to replace John Sculley, Michael Spindler's first 100 days as CEO of Cupertino, California‐based Apple haven't been as easy as pie. Profits have fallen 15% in its current fiscal year and the company has been forced to slash prices to maintain its 12% market share.
Pricing
Authors: Heenan David A.
Published: March 2008

Thorstein Veblen would certainly be stunned that less than 100 years after he coined the phrase “conspicuous consumption” there's been a sudden and conspicuous, global‐wide drop in consumer purchases.
Cast Against Type
Authors: Davids Meryl
Published: March 2008

Once Atex owned editorial computing. But arrogance and complacency kept the shop from noticing that the world had changed. By the time it woke up, it was almost too late. But a new owner and a new strategy have given the company another chance.
GAMES STRATEGISTS PLAY
Authors: Voss Bristol , Winkleman Michael
Published: March 2008

For some planners, it seems, the play's the thing.
IT'S TOTALLY RADICAL
Authors: Vitiello Jill
Published: March 2008

If reengineering's such a cure‐all, why does it fail more often than not? The answer, say its adherents, lies in how seriously you take its mandate.
SETTING A COURSE FOR RADICAL CHANGE
Authors: Voss Bristol
Published: March 2008

Reengineering promises to overhaul your organization from bow to stern—even if you have to scrap the vessel to do it. Here's how you can keep your business afloat—and head off a mutiny—while radically revising the individual processes that make it sail.
Ethics
Authors: Sonnenberg Frank K.
Published: March 2008

Trust is the fabric that binds us together, creating an orderly, civilized society from chaos and anarchy. Trust is not an abstract, theoretical, idealistic goal forever beyond our reach. Trust—or a lack of it—is inherent in every action we take and affects everything we do. And it is, in fact, the underpinning for all ethical behavior.
Compensation
Authors: Brossy Roger , Balkcom John E.
Published: March 2008

It sounds so simple: Just align executive compensation with a company's strategy—strategy being to make a profit, of course—and all with benefit. In looking at economic profit, there are several easily understandable measures of how well a company's strategy is doing: sales growth rate, incremental operating profit margin, free cash flow, cost of capital, and the ratio of return on equity to investor's required return.
See How They Run
Authors: Davids Meryl
Published: March 2008

Technology can be an industry's saving grace—or its undoing—particularly it the industry is defined by the technology itself. Here's how three industries are keeping ahead of the curve. But not too far ahead.
A BOLD NEW DAY FOR M&A
Authors: Haworth Richard G.
Published: March 2008

Did M&A die with the '80s? Far from it. Take Haworth, the furniture company. Seven years ago it was sitting pretty in Michigan, content to sell a few desks and chairs. But a careful use of M&A, as a strategy, not a reflex, has turned it into an international power.
A NEW SPRING FOR MANUFACTURING
Authors: Voss Bristol
Published: March 2008

Success today is determined by the agility, flexibility, and versatility with which a company meets its customers' individual requirements. Here's how technology has fueled the shift from mass manufacturing to smaller scale, modular, information‐rich production.
Case Study
Authors: Cosco Joseph
Published: March 2008

IN 1910, S. DUNCAN BLACK AND ALONZO G. DECKER INVENTED THE PISTOL grip, trigger‐operated power drill that helped make Black & Decker synonymous with do‐it‐yourself home improvement. The company was such a pervasive powerhouse here and abroad that the English and Germans spoke of “Black & Deckering” their homes.
Environmental Strategies
Authors: Davids Meryl
Published: March 2008

When the Earth Day hype reheated in 1990 after a 20‐year chill, it seemed that environmental marketing would be an important part of corporate strategy for years to come. Many large companies even instituted a new position within their ranks, manager of environmental marketing, to accompany the new selling approach. So it was a strong measure of the rapidly changing times when Procter & Gamble recently announced that it had uprooted that position, and Coca‐Cola reassigned one of its top green‐marketing pros.
Media Strategies
Authors: Andrew Gordon G.
Published: March 2008

Regardless of how well a company communicates with the press, it stands a good chance of being “burned” on occasion. From minor misquote to major hatchet‐job, these real and perceived offenses occupy the attention of senior managers and their advisors, whose polite clarifications and outraged denials fill the “Letters to the Editor” section of every business and trade publication. Unfortunately, no standard methodology exists for redress of grievances with the press.
A DAY IN THE LIFE OF A CARD SHARK
Authors: Kelley Bill
Published: March 2008

Marvel, a giant of the comic book industry, bought Fleer, a leading trading card company, a year ago. Last summer, they tapped Bill Jemas from the NBA to be the strategist responsible for developing and marketing new sports and entertainment products. From what we can see, Jemas really knows how to play his cards.
QUALITY'S SECOND COMING
Authors: Voss Bristol
Published: March 2008

Quality for quality's sake has been debunked—everyone knows you have to tie it to the bottom line. What's new is that quality needs to go beyond the bottom line to tie into a company's strategy.
THE STATE OF THE UNIONS
Authors: Wiesendanger Betsy
Published: March 2008

Hourly workers see TQM as a threat. Management sees it as a corporate savior. Can the two sides find common ground?
Case Study
Authors: Cosco Joseph
Published: March 2008

SO YOU MISSED YOUR RIDE HOME BECAUSE THE HOSPITAL SCREWED UP your outpatient appointment? Don't worry. Chances are a smiling hospital employee will give you cab fare home. Miss a hospital meal because you got stuck down in radiology? No problem. You might get your own special meal to make up for it. Unhappy with your stay? In all likelihood, your case was the exception. The hospital is sorry, and they might just say it with flowers.
Out‐of‐Pocket
Authors: Davids Meryl
Published: March 2008

It was dark—pitch‐dark. The temperature was so cold her water bottle became a brick of ice. Her feet felt that way, too, as the unrelenting wind danced in a frenzy around her. And she was so tired from being awakened at midnight for the 3,000‐foot final trek to the summit of the African mountain that she didn't think she could make it all the way. At that moment, Jaye Hewitt Semrod—who, had she not been scaling Mt. Kilimanjaro would have been at her senior vice president post in a New York consulting firm—had only one thought in her mind: “What am I doing here?”
Corporate Strategies
Authors: Robert Michel
Published: March 2008

What makes a company pursue the products, customers, market segments, and geographic areas that it does? The answer is the most important element of planning—it's the strategic heartbeat. The problem is that few executives can put their finger on this pulse.
LEARNED RESPONSES
Authors: Elliot Greenberg Keith
Published: March 2008

Executive education is no longer a perk—it's a strategic tool. Corporations are using education to adapt to a changing business scene and to implement new strategic directions.
Compensation
Authors: Twer Doran
Published: March 2008

Ameritecli, the Midwest telephone service company, inherits a fairly traditional work culture from its days as part of AT&T. The new business objectives call for the creation of a major new division (Ameritech Information Systems) that will depend on professionals and managers with sophisticated technical talent. People are recruited from both inside and outside the company; at the same time, a flexible organization structure is established.
Planning Theory
Authors: Goldberg Beverly , Sifonis John G.
Published: March 2008

Classic theory says that there are three major steps in a change management program: unfreezing, changing, and refreezing. The early gurus of change management who developed the theory had as their goal changing the way specific processes were done.
Strategic Marketing
Authors: Davids Meryl
Published: March 2008

Beyond the hype of what may come, companies are discovering ways to plug into interactive marketing today. Meryl Davids reports on their progress.
Out‐of‐Pocket
Authors: Davids Meryl
Published: March 2008

Think this morning's board meeting was tough? Try getting into the boxing ring with Peter Lawrence.
When the FiloFax becomes a SiloFax
Authors: McKenzie Sandra
Published: March 2008

Strategists are supposed to be experts in prioritizing, planning, and putting things in perspective. But things go wrong. Projects take longer than expected. Fires flare up. Projections fizzle. Suddenly there's too much to do. Everything is an emergency. All your previous plans are flashing “system overload.”
Strategic Location
Authors: Heenan David A.
Published: March 2008

New age technology is obliterating geography. By redistributing economic power around the world, it is creating a footloose economy that permits firms to locate in a variety of nontraditional venues.
Implementation
Authors: Schmidt Jeffrey
Published: March 2008

CEOs and other strategists don't have to be frustrated in their efforts to renew their companies through strategic change. But they do need to pay as close attention to strategy implementation as they do to strategy formation.
Corporate Culture
Authors: Terlaga Raymond J. , O'Connor Bridget N.
Published: March 2008

Why do we expect a bank to have ATM machines? And why aren't we surprised when we learn that a government agency is finding it difficult to use its new document management system?
LATIN AMERICA HEATS UP
Authors: Beebe Bruce E. , Kennedy Peter J.
Published: March 2008

Sure there's political instability, high inflation, and vast pockets of poverty. But that hasn't stopped planners from putting plenty of American dollars on the line.
Out‐of‐Pocket
Authors: Johnson Rebecca J.
Published: March 2008

During a good chase, galloping 35 miles an hour over fences and walls and rapidly changing terrain, globe‐trotting chairman and CEO J. Patrick Michaels pursues his sport as intensely as he runs Communications Equity Associates.
Competitive Intelligence
Authors: DeGenaro Bill
Published: March 2008

Part of the challenge of strategy is the “educated guess” component—perhaps the most esoteric angle of the planning arts. It's also the most important. Mastering it comes from exposure to vast amounts of such varied information as the hard facts of competitor analysis, market studies, and customer profiles, to the unquantifiable “what seems to be in the air.” When enough pieces of today's business intelligence accumulate in the analytical mind, they eventually form the basis of a company's vision for the future— no small matter.
Strategic Management Einstein: Still No Equal
Authors: Dorn Carol Ann
Published: March 2008

“Only those who attempt the absurd will achieve the impossible,” said the great theoretical physicist Albert Einstein. Now, nearly half a century later, his words still have merit in many contexts. Given the chaos created by quantum leaps in such areas as global development, information management, technology, genetics and other sciences, the terms “absurd” and “impossible” are, well, relative.
If Guppies Could Fly
Authors: Winkleman Michael
Published: March 2008

There's nothing that gets a magazine editor's heart racing as quickly as a trend. Even on a bimonthly, where breaking news is rarely an issue, finding a trend to hone in on is not just a perk of the job—it is the job.
Planning Theory
Authors: Boar Bernard
Published: March 2008

Why waste time and money on modern consultants when you can go right to the source? Sun Tzu and Machiavelli, those seers of old, had a lot to say on strategic planning, and much of still holds true.
SNOW JOB
Authors: Cummings Rob
Published: March 2008

In the past year, S‐K‐I Ltd. has snowballed into the largest ski resort company in North America—under the guiding hand of strategist Hank Lunde. As COO and president, however, Lunde not only helps to plan acquisitions—he implements corporate strategy on a day‐to‐day basis.
Corporate Transformation
Authors: Kelly James
Published: March 2008

Three passions have ruled the life of Brian Pitman since he became chief executive of Lloyds Bank in 1983: a hunger for shareholder value, a conviction that it is only won through customer service, and a belief in the power of performance‐related rewards to mobilize human energy.
Small Business
Authors: Brady Anna
Published: March 2008

What can big business learn from small business? Plenty. But beware—the same mistakes can kill any company, any size.
Corporate Growth
Authors: O'Reilly Anthony J.F.
Published: March 2008

Celebrating our 125th anniversary last year has caused a corporate‐wide sense of reflection. How has Heinz—now an $8 billion global food‐processing organization—prevailed? And, in the doing, what have we learned?
Global Trends
Authors: Heenan David A.
Published: March 2008

Thanks to space age technology, borderless companies are spawning a borderless economy. In the process, the global cybermarket is becoming, well, a virtual reality. Yes, global telemarketing itself is booming, but it's quickly being supplemented by TV and Internet shopping services.
THE STRATEGIST'S SOFTWARE DIRECTORY
Authors: Wilson Steve
Published: March 2008

Our second annual listing is nearly 50% larger than last year's. The reason: a growing interest in software‐aided strategic planning.
SMALL BUSINESS REPORTS
Authors: Slutsky Steven H.
Published: March 2008

MANY BUSINESS OWNERS, SEEKING FLEXIBLE, COST‐EFFECtive employees to flesh out their workforce, try tapping workers under the age of 18. And it's a smart, cost‐effective strategy—with one big “but”: Be sure you adhere to the child labor laws—or risk facing hefty fines.
Ethics
Authors: Bartlett Richard C.
Published: March 2008

I think of ethics in two parts—virtue ethics and obligation ethics. Virtue ethics is a group of enduring, universal values like honesty, caring, respect, loyalty, and fairness. Those come from within us. Obligation ethics consist of the rules of ethical behavior, laws and canons that we humans have devised over the centuries. Rules and laws come from without, and are applied to us from outside ourselves.
Out‐of‐Pocket
Authors: Elliot Greenberg Keith
Published: March 2008

After nine years in the Marine Corps, Bill Fello swore to himself that he'd never camp out again. Then, in 1989, a natural disaster forced him to rethink his pledge.
Signals
Authors: Lloyd Tom
Published: March 2008

One of the critical vectors in biological evolution has been the emergence of more and more sophisticated sensing systems (usually associated with larger and larger brains, to process the growing quantity and richness of the organism's sensory input).
Global Trends
Authors: Heenan David A.
Published: March 2008

The next global battle will be fought over jobs. The planet's population today is just below 6 billion—moving to 8 billion by early in the next century. If each year we add another 95 million people to the earth's total, then each year we need to create an additional 40 million jobs globally. A most unlikely—and dangerous—scenario.
OUTLOOK '96
Authors: Yafie Roberta C.
Published: March 2008

With prospects for low inflation, slow growth, and price stability, 1996 is shaping up as a year for business to dig in its heels. The first‐quarter runaway train has braked. The surge of summer, like our beach gear, has been put away. The fourth‐quarter economic numbers represent a mixed bag with a message: Keep your strategy fresh and be prepared to shift gears with the signals where and when required.
COMBINE & CONQUER
Authors: Blum Stephen B.
Published: March 2008

Global M&A deals broke records in 1995. Look for new strategies across borders, and businesses, in the next six months.
RX FOR HEALTH CARE:
Authors: Reinhardt Uwe E.
Published: March 2008

Problematic fiscal and privacy issues are symptoms of a lingering malaise.
A DEAD EMPRESS & A DREAM
Authors: Yafie Roberta C.
Published: March 2008

How a mineral fraud in Montana turned into a gem of a business.
DOWN TO THE SEA IN SHIPS
Authors: Cosco Joseph
Published: March 2008

By diversifying its business to the global commercial market from domestic defense, Newport News Shipbuilding is repositioning for long‐term growth.
Out‐of‐Pocket
Authors: Davids Meryl
Published: March 2008

Nineteen ninety four was a great year for Leonard Lavin. Alberto‐Culver, Inc., of which he is chairman and chief executive officer, set sales and earnings records and launched a successful professional haircare line, Motions. Perhaps more exciting to Lavin was watching his thoroughbred mare, One Dreamer, score a stunning victory in the Breeders Cup to win the Distaff championship, the first championship for Lavin's Glen Hill Farm.
Signals
Authors: Braude Mike
Published: March 2008

Stock market investment strategies have one ultimate goal—to buy low and sell high. If only it were that easy. The multitude of options available to investment strategists and portfolio managers today, coupled with the myriad of vehicles in which to pursue them, often leaves many perplexed. Some business people have a clear advantage—they can sense where the market is headed. Many cannot—at least not until now.
ROOM SERVICE
Authors: Yafie Roberta C.
Published: March 2008

Renaissance Hotels and Utell International have developed custom strategies with a common purpose: getting the guests.
CYBER‐STRATEGY
Authors: Haapaniemi Peter
Published: March 2008

For strategists, information technology is about building bridges: between business sectors, across continents.
A TALE OF THREE WEB SITES
Authors: Pietrucha Bill
Published: March 2008

Spinning a strategy? Marketing, image, and awareness all have a place on the Web.
TAKING TECHNOLOGY IN HAND
Authors: Wines Leslie
Published: March 2008

Personal digital assistants are making a comeback, thanks to industrial innovation.
TOOLS
Authors: Baker Kim , Baker Sunny
Published: March 2008

Every year, software developers release more tools that can make the business executive's life easier. Here's our third annual listing.
PASS THE 10Q, PARTNER
Authors: Yafie Roberta C.
Published: March 2008

Employees who are part of the corporate information loop will bring more to the balance sheet, a new study finds, and CEOs are crafting cultures to plug them in.
It's a Small, Small World
Authors: Goett Pamela
Published: March 2008

These days, small is better. Politicians in both parties are calling for smaller government, businesses are downsizing and even splitting themselves into small pieces, and even unions are shrinking, with fewer members and calling fewer strikes than ever before.
GLOBAL TRENDS
Authors: Hodge Malcolm
Published: March 2008

Individuals have fought to merge Europe in the past, Caesar and Napoleon, to name but two. Now that Europe stands on the brink of a voluntary union—one that will create one of the largest customs unions in the world—resistance is, once again, emerging.
Innovation
Authors: Persidis Aris
Published: March 2008

Credibility is the essence of bio‐entrepreneurship. The successful biotechnology company will identify a molecule that has commercial potential and leverage this science by assembling a prominent professional team with complimentary scientific and business skills that lend credibility to the enterprise.
Trends
Authors: Anderson Richard
Published: March 2008

The internal audit function is in transition, evolving from its traditional role of assessing internal controls and safeguarding assets to a significantly broader role, beyond financial controls or even existing “operational” audits. The new focus is on business processes, not on organizational units.
LOYAL TO THE CORE
Authors: Cosco Joseph
Published: March 2008

In business, flashy risk takers often get more attention than companies that quietly stick to their knitting. But as Gannett's results show, unswerving focus on core competencies and fiscal conservatism are more likely to pay off year after year.
THE ROUGH ROAD FROM MARX TO MARKETS
Authors: Feller Gordon
Published: March 2008

Establishing any business in the former USSR isn't easy. Establishing a transportation business has its own special headaches, as Fritz Companies discovered.
Corporate Strategies
Authors: Connell Regina
Published: March 2008

How do you succeed in business these days? How do you streamline your operations, earn the loyalty of your customers, and keep the right employees? How do you harness the efficiencies of centralization with the entrepreneurialism of the small organization? How do you build productivity?
Stack Attack
Authors: Voss Bristol
Published: March 2008

Today's business authors certainly know the value of case studies as tools for proving their points—all of the books in this group are either one huge case study or a mix of dozens or more. Unfortunately, not all of the authors in this gathering understand the strategic relevance of the points they're trying to make. Perhaps the biggest disappointment is the case study profile on Microsoft (Microsoft Secrets) which—although orderly and logical—fails to prove that there is/was a strategy (let alone a symphony of strategies) driving one of the most successful corporations of the past decade. Frankly, the two authors miss the larger—and more timely—story on where the so‐called strategic moves have tripped up Microsoft.
You're Not Nobody
Authors: Goett Pamela
Published: March 2008

Let me tell you about yourself. You're most likely a member of the baby boom generation, and, despite the belt‐tightening 1990s, you're doing pretty well. You're probably a senior manager (owner, president, CEO, CFO, or VP) with a household income exceeding $90,000. You're very well educated. You almost certainly have a college degree, and odds are very good that you also have a graduate degree. And you're on the road a lot, with at least a dozen domestic trips and one international trip scheduled each year.
Reengineering
Authors: Gary Cook E.
Published: March 2008

When Albemarle Corporation was created as a $2.2 billion spin off of Ethyl Corporation's specialty chemical businesses in 1994, president and COO Gary Cook found himself at the helm of a company that lacked viable strategies for growth. Its production processes were driven by tradition, not the marketplace. Manufacturing and R&D barely communicated, and no one spoke to marketing. Worst of all, no one paid attention to the customer. Clearly radical change was in order, and the order of the day in 1994 was reengineering. Learning as he went, Cook discovered what he called the “seven really obvious” truths about the much maligned, often mismanaged, and sometimes successful practice of reengineering.
TACTICAL SITE SELECTION
Authors: Mullin Rick
Published: March 2008

These days every important trend in business converges on the decision to relocate.
GLOBAL CODES OF CONDUCT
Authors: Cottrill Ken
Published: March 2008

Publishing standard policies is becoming a high‐risk necessity for high‐profile manufacturers.
Stack Attack
Authors: Voss Bristol
Published: March 2008

“Nothing succeeds like success” is, as we keep learning in our lives not necessarily true. And yet it seems so plausible that time and again businesses in every sector get caught up in the dream. Putting remakes, reformulations, knock‐offs, spin‐offs, son‐ofs, or out‐and‐out repeats of previous successes into the marketplace simply does not guarantee that success will repeat.
Organization
Authors: Kraines Gerald A.
Published: March 2008

Today's conventional wisdom says that hierarchy is inherently bad. Recent evidence suggests that many organizational structures are excessively layered and autocratically managed. We are led to believe that individual motivation and group initiative have been stifled and that cross‐functional fiefdoms of Byzantine proportions have been created. These signs and symptoms of “bureausclerosis” are felt to be at the root of the inefficiencies in work systems and corporations. In particular, CEOs are increasingly frustrated by their inability to depend on their people to implement their strategic intentions reliably and effectively.
Trends
Authors: Wines Leslie
Published: March 2008

In recent months there's been much angry outcry about the colossal compensation sums racked up by some CEOs—notably AT&T's Robert Allen's well‐publicized haul of up to $16 million in 1995. Some observers, viewing such pay packages as rewards for boosting stock prices by cutting jobs, rail against a perceived lack of social conscience. Other critics, such as the administrators of CALPERS, California's powerful public employee pension fund, worry that excessive rewards for dramatic short‐term boosts in share prices ultimately will degrade the long‐term value of the equities they manage.
GETTING RED ROOSTER BACK IN THE BLACK
Authors: Meyer Harvey
Published: March 2008

A tight focus on gross profits pulled this Midwest auto parts supplier out of a free fall funk.
Underdog
Authors: Mullin Rick
Published: March 2008

It's morning drive time in northern New Jersey. All the stations in New York's empire of commercial broadcasting, home to Howard Stern and two major all‐news venues, are vying for your aural consciousness. You've got Don Imus on WFAN. Hot 97 shouts out your hip‐hop traffic updates. National Public Radio is jammed between the Christian Family Broadcasting Network and The Classical Station of the New York Times. But wait…over to the left. Isn't that…Klezmer music? Did that guy just say “morning chizuk?” What radio station is this?
Chaos Is Come Again
Authors: Goett Pamela
Published: March 2008

The “Last Word” for this issue is “chaos.” That's also the first word on countless management gurus' lips these days. Chaos theory, borrowed from the best thinkers in physics, is being touted as the new paradigm for twenty‐first century business.
Global Enterprise
Authors: Dunham Archie W.
Published: March 2008

Since I became Conoco's CEO in January of this year, one of the questions I've been asked most frequently has been: “What do you think will happen in Russia?”
HONEYWELL AT HALFTIME
Authors: Mullin Rick
Published: March 2008

CEO Michael Bonsignore has the company focused on meeting its goals and keeping its promises. Honeywell may be out of the woods.
Underdog
Authors: Mullin Rick
Published: March 2008

Jean‐Louis Horn, manager of industrial development for the Port Authority of Marseilles looks fondly at the Hotel Beauvau, which fronts the original, ancient port. “Many famous people have stayed in this hotel,” he says. “George Sand, Frederic Chopin…”
TENNECO's NEW BUSINESS
Authors: Plishner Emily
Published: March 2008

The slimmed down conglomerate is taking shared services to its logical limits with the launch of its Tenneco Business Services unit.
THE RHYTHM OF CHANGE
Authors: Rau John
Published: March 2008

Next year is less the end of the 1990s than the beginning of the next millennium.
A TALE OF 2 BOSSES
Authors: Meyer Harvey
Published: March 2008

Successful leadership is all a matter of style‐or is it? Here 's How to entrepreneurs with opposite approaches to management both and successful companies.
Underdog
Authors: Greco JoAnn
Published: March 2008

One day, the executive committee of Montgomery General Hospital, a 229‐bed, not‐for‐profit community hospital serving Montgomery County in Maryland, saw the light. Not the proverbial light at the end of the tunnel, but the high beams of a truck hurtling toward them.
Stack Attack
Authors: Voss Bristol
Published: March 2008

Now that everybody's empowered, it seems like there's no one around to actually do the drudge work. Enter: Strategic use of teams. The problem with teams—left unaddressed by three out of four of these books—is that, while the concept of teamwork is great, the execution is trouble‐some. The only book that tackles real life is Team Think, an instructional book on getting groups to make decisions.
Mission Impossible
Authors: Goett Pamela
Published: March 2008

“When my boss handed me the company's new mission statement,” my brother Mark said, “he made me promise not to laugh when I read it. But I did get a chuckle out if it.” Now, Mark is an exemplary human in most ways, but he's pretty much Everyman Employee in his reaction to mission statements.
Strategic Thinking
Authors: Liedtka Jeanne M.
Published: March 2008

It was elementary school field trip day at the National Zoo, and the lines at the animal exhibits were long and hot. Escaping to the deserted orangutan learning laboratory, called the ThinkTank, I was intrigued to find an exhibit titled, “Can Animals Think?” The scientists, I learned, used only three criteria to determine the existence of thinking in this simian world: (1) the evidence of ability to create and hold in mind an image, a mental representation of something not present; (2) the evidence of intention, having a goal or purpose and a plan to achieve that purpose in a certain way; and (3) the evidence of flexibility, the ability to discover multiple ways to reach a goal when the initial plan failed to work. Image, intention, flexibility. How many of the managers and MBAs I work with, I wondered, could pass the Orangutan's Test?
A QUANTUM CHANGE AT LOS ALAMOS
Authors: Leuchter Miriam
Published: March 2008

With the Cold War faded to a memory, the renowned national lab has joined the business revolution.
GETTING A GRIP ON ENERGY COSTS
Authors: Wood Elisa
Published: March 2008

Electric utility deregulation will let companies cut the price of power.
NEW SOFTWARE FOR BUSINESS STRATEGISTS
Authors: Baker Sunny , Baker Kim
Published: March 2008

With prices plummeting and quality soaring, new software packages offer executives more than ever before. Here's our fourth annual round‐up, plus reviews of the best of them.
Been There, Done That
Authors: Goett Pamela
Published: March 2008

Cheaper by the Dozen, a book I read when I was a kid, came to mind the other day. It is a memoir about growing up in the early part of this century as one of 12 children of an “efficiency expert.” The story focused on Frank Gilbreth's attempts to apply the principles of time management to raising a dozen children. So the kids bathed and dressed with Father holding a stopwatch over them, and all 12 had their tonsils out at once, because that was more efficient. Needless to say, time management techniques did not translate flawlessly from factory floor to home use.
PSYCH SELECTION
Authors: Kamen Robin
Published: March 2008

In search of the perfect fit, more companies turn to personality tests to help fill jobs.
RETAILINGS RULE BREAKERS
Authors: Greco JoAnn
Published: March 2008

Three companies follow risky strategies to set themselves apart in a competitive field.
ALL BUSINESS ON THE EASTERN FRONT
Authors: Elliott Christopher
Published: March 2008

Proximity, historic ties, government support, and far‐sighted strategy put German business ahead of the pack in Eastern Europe.
CORPORATE FINANCE—
Authors: Wendel Charles B.
Published: March 2008

As the borders between commercial banks, finance companies, and investment banks blur, their corporate customers benefit.
TOO HOT NOT TO COOL DOWN?
Authors: Finora Joseph
Published: March 2008

A year ago, the IPO market was the new El Dorado. Today, things are quite different.
MONEY, MONEY EVERYWHERE
Authors: Davids Meryl
Published: March 2008

Venture capitalists are beating the bushes in search of deals. And they now offer companies more than just funds.
Underdog
Authors: Davids Meryl
Published: March 2008

There were no dog days of summer for Cardinal Laboratories last year. In July, the $15 million pet grooming company introduced its Crazy Dog line of shampoos and sprays—heavily scented with such whimsical fragrances as piña colada, wild cherry, and baby powder, and marketed via a fun‐loving dog caricature, “CD”—and retailers immediately clamored for an expanded product line.
Stack Attack
Authors: Voss Bristol
Published: March 2008

What you can learn from books about other companies depends first on what they've done, and then on how well the authors can explain it. The rise of Microsoft, the renewal of the U.S. Army, National Semiconductor's turnaround, and the merger of SmithKline Beckman with Beecham are good places to find rich material.
Old Age Serene and Bright?
Authors: Goett Pamela
Published: March 2008

The subject of this issue's cover story, NCR, is 113 years old, which might be regarded as venerable for a U.S. company. Of course, some firms are older—Eleuthére Irénée du Pont de Nemours set up shop to produce black powder in 1802, and William Procter and James Gamble established their partnership in 1837. But only shortly before John H. Patterson founded the National Cash Register Company in 1884, did General Electric (1876), and Exxon (as Standard Oil of New Jersey in 1882) come into being. And just two years later, in May 1886, Dr. John S. Pemberton sold the first sip of Coca‐Cola in Atlanta.
DISRUPT YOUR BUSINESS
Authors: Dru Jean‐Marie , Lemberg Robin
Published: March 2008

A top advertising strategist describes how companies can transform brands by defying conventional wisdom.
INTERMODAL SHIPPING AT THE CROSSROADS
Authors: Cottrill Ken
Published: March 2008

Forget the railroad wars. The next wave of consolidation in the freight‐hauling industry will be across borders and transportation modes, thanks to growing global trade and customer demand for efficiency.
GEORGIA‐PACIFIC'S PAPER PROFITS
Authors: Bell John
Published: March 2008

Adding value turns a modest—and poorly performing—consumer product line into one of the wood and paper company's most profitable businesses.
MEANINGFUL RELATIONSHIPS
Authors: Leuchter Miriam
Published: March 2008

A panel of marketing executives and consultants discuss how companies can get closer to their customers.
CORPORATE HOME SCHOOLING
Authors: Greco JoAnn
Published: March 2008

More companies are educating executives within their own walls—and even at their own desks.
LONG‐DISTANCE LEARNING
Authors: Greco JoAnn
Published: March 2008

More companies are educating executives within their own walls—and even at their own desks.
Stack Attack
Authors: Voss Bristol
Published: March 2008

The art of marketing ranges from finger paintings worthy of the refrigerator to Picassos deserving of museum walls. Of course, the real genius is in divining what product or service should be offered to which customer at what time and at what price.
Theory in Action
Authors: Brindley William A. , Bear Michael J.
Published: March 2008

While downsizing was the rage in the first part of this decade, it is becoming increasingly clear that in the 21st century companies won't be able to cut their way to profitability. Cost cutting alone only saves money; it doesn't build a business. Unless cost savings are reinvested in the business, there can be no real, sustainable growth. Operations and capabilities pared to the bone rarely can respond to market opportunities, and so are vulnerable to competitors who can. In addition, costs must be reduced in a systematic and strategic way, with the focus on designing or redesigning processes for cost management.
Communication
Authors: Lippitt Mary
Published: March 2008

A charismatic executive of a national retailer went to each company site last year and announced a new corporate strategy to employees: “Empower, free, and serve.” Not surprisingly, the announcement was greeted with loud applause, since these principles are like motherhood and apple pie. Yet, motherhood and apple pie can be understood more readily than his message.
USED CARS, NEW STRATEGIES
Authors: Davids Meryl
Published: March 2008

Start‐up Driver's Mart applies the latest management ideas to a much maligned business.
Practical Strategist
Authors: Simpson Dan
Published: March 2008

In the past five years, pay‐for‐performance rewards systems have gotten more popular than casual Fridays. The proliferation of such plans is driven by solid rationale: People leading a business should get paid on results, not on seniority or suck‐up‐to‐the‐boss skills. I'm a strong supporter of the pay‐for‐performance concept.
Theory in Action
Authors: Docters Robert G.
Published: March 2008

When it comes to battling new competitors and protecting their margins, large, established companies tend to use the same arsenal of strategies. They cut costs, introduce new products, diversify their offerings, and accelerate their speed to market. But all too often, corporate strategists overlook one of their best weapons: improved pricing strategies.
THE Master BUILDER
Authors: Groenfeldt Tom
Published: March 2008

Now back on a soild foundation, Champion Enterprises keeps expanding its manufactured home business.
The Search GOES ON
Authors: Greco JoAnn
Published: March 2008

Companies can pick the right CEO from the line‐up of candidates if they know what to look for.
Stack Attack
Authors: Voss Bristol
Published: March 2008

Four books, four different windows on the same, elusive subject: Leadership. One of them is so opaque it may as well be labeled “Warning, Shaft. Do Not Enter.” Another is clear enough, but cloaked in an overdone window treatment. The other two are frustratingly positioned just to the side of the issue, so that no matter how you strain, you can only catch a glimpse of the answer.
Crisis Management
Authors: Goett Pamela
Published: March 2008

Some years ago, a nurse was mugged on a New York City subway platform. The thief pulled a very large knife, demanded the nurse's jewelry and handbag, and then brutally shoved her to the ground, nearly into the path of an oncoming train. After the mugger fled, other commuters helped the frightened and bruised nurse to her feet and summoned the transit police. As soon as the police arrived, the nurse, still shaken, said, “Quick! My address and keys are in the handbag—he'll probably rob my apartment next!” So, the nurse and the police sped off to her home, where, just as she had predicted, they surprised the subway mugger in the process of denuding the apartment of its salable contents. When asked how she had managed to keep her head after such a terrifying experience, the nurse replied, “I work in the emergency room. I've been trained to stay cool in a crisis.”
SHORT TAKES
Authors: Cottrill Ken
Published: March 2008

Too many American executives are clueless when it comes to business etiquette, and in today's global marketplace they pay a high price for their ignorance, maintains Letitia Baldrige, doyen of good manners. The former head of protocol in the Kennedy White House is acknowledged as a national authority on proper behavior. She now consults on business etiquette to major corporations, and is editor‐in‐chief of the Washington D.C.‐based monthly publication, Executive Advantage.
Practical Strategist
Authors: Simpson Dan
Published: March 2008

My management‐fad detector started ringing recently when the Wall Street Journal reported that the business demand for competitive intelligence specialists is rising fast, with average salaries up 21% in the past two years. Some companies are setting up brand new departments to research competitors, and some are even tapping former CIA professionals for help.
Theory in Action
Authors: Cohan Peter S.
Published: March 2008

Much of the strategic literature over the past 10 years has urged companies to build their futures on a foundation of core capabilities. But leading high‐technology companies have either ignored the advice or never paid attention to it in the first place. Technology leaders have seen too many companies turn into also‐rans by hanging on too long to the capabilities that created their initial success.
Everything Wired Must CONVERGE
Authors: Elliott Christopher
Published: March 2008

The fusion of disparate information systems is creating new clarity for companies, their suppliers, and their customers.