bluuebunny/crossref_metadata_2025 huggingface dataset:
REFORGING THE SUPPLY CHAIN
Authors: Cottrill Ken
Published: March 2008

Vendors are taking on ever greater roles in managing their customers' inventory. And when they do, they and their customers benefit.
THE FUTURES OF American Business
Authors: Schwartz Peter , Wilkinson Lawrence , Baenen Sean
Published: March 2008

Four different scenarios of the world a decade from now provide insight into how companies can prepare for an uncertain future.
Stack Attack
Authors: Voss Bristol
Published: March 2008

“An invasion of armies can be resisted, but not an idea whose time has come,” noted Victor Hugo. Change is definitely one of those unstoppable concepts. Certainly, no strategist reading this has sidestepped the need to manage or direct some kind of change.
KNOWLEDGE SHARING AT BUCKMAN LABS
Authors: Buckman Robert H.
Published: March 2008

The specialty chemical maker's CEO explains how his firm became a leader in managing knowledge.
NEW MEASURES OF SUCCESS
Authors: Skyrme David J. , Amidon Debra M.
Published: March 2008

Anyone can argue that great knowledge management benefits the business. But how do you measure the results?
Stack Attack
Authors: Voss Bristol
Published: March 2008

As a rule, business books published today are backing off from lectures and theories, and are instead featuring more situation‐oriented illustrations of the basic concepts everyone already recognizes as right. What better place to get these anecdotes than from the horses' mouths? This batch gathers together the personal stories of top American business leaders, circa the late‐1990s, as told by themselves—with a little help from professional writers. The autobiographies represent hardcore, old‐fashioned industry (Lockheed), innovative industry (Nucor), service (Marriott), retail (Starbucks), and real estate/empire building (Trump).
Marketing
Authors: Bell James
Published: March 2008

When the big ball comes down in Times Square on January 1, 2001, a lot of seemingly far‐sighted company and product names such as 20th Century Fox, 20th Century Funds, and Gateway 2000 will become anachronisms.
Strategic Thinking
Authors: Wolf Ron A. , Gering David T.
Published: March 2008

Very few companies operate with clearly identified strategies for reaching long‐term goals, yet strategic thinking and planning offer businesses abundant opportunities for success. They serve as a road map for navigating in today's competitive and rapidly changing business environment. They help people act before problems crop up and offer the best hope for companies that want to make the maximum use of their time, money, and personnel resources. Carefully conceived strategies help position companies to outperform the competition, understand prospect and customer needs, provide quality products and services, improve morale, and develop personnel. Yet far too many companies seem to stumble along without well‐defined action plans for the future.
LINKING COMPENSATION TO BUSINESS STRATEGY
Authors: Nelson James E.
Published: March 2008

If companies don't link compensation to long‐term goals, they may end up rewarding the wrong results.
STOCK IS NO LONGER OPTIONAL
Authors: Meyer Pearl
Published: March 2008

The use of stock options as part of incentive compensation is burgeoning. Not only are more and more companies establishing option grant programs, but executives are getting larger and larger awards.
OUT OF THE LAB AND ONTO THE TABLE
Authors: Cottrill Ken
Published: March 2008

Biotechnology promises to revolutionize the food industry. But can scientists and marketers work together to give consumers what they don't yet know they want?
Stack Attack
Authors: Voss Bristol
Published: March 2008

Judging from this group of books, the scholarship behind management literature has taken a giant—and welcome—leap forward. For the most part, these highly educated authors are working in the top intellectual planes in terms of vocabulary, references, metaphors, philosophy, and scientific discourse—all to illustrate and explain the complex dynamics behind various aspects of the thinking process, especially knowledge and creativity.
Practical Strategist
Authors: Simpson Dan
Published: March 2008

Strategy is focused on the future, but most good strategies are well grounded in the lessons of history as well. Before you dive into developing strategies for the future, take a little time to learn from the past. Those lessons are contained in the histories of your company and industry, as well as in the personal histories of your company's leaders.
Ethics
Authors: Pincus Hartman Laura
Published: March 2008

Employers have a number of reasons to consider monitoring employee email—more than two million of them, if you ask Chevron Corporation. Recently, the San Francisco‐based oil company was required to pay four plaintiffs a total of $2.2 million after their attorneys found email evidence of sexual harassment. The attorneys had found a smoking gun when they located, on Chevron's own email server, an email message that had been sent to a number of people within the company containing a list of jokes about “why beer is better than women.” Had Chevron been monitoring its employees' email, it might have seen the problem coming.
MASTERING BUSINESS
Authors: Greco JoAnn
Published: March 2008

Is an executive MBA worth the time, effort, and expense involved?
THE QUEST FOR LIFETIME EMPLOYABILITY
Authors: Meister Jeanne C.
Published: March 2008

Companies today can't promise lifetime employment, but they can help employees ensure lifetime employability.
MANAGEMENT FARM TEAMS
Authors: Leuchter Miriam
Published: March 2008

Major league companies devote significant resources to shaping raw talent into executive all‐stars.
STRATEGIES FOR WORLD DOMINATION
Authors: Cottrill Ken
Published: March 2008

One way to win the globalization game is to buy stakes in similar businesses already established in the market you want to enter.
Underdog
Authors: Elliott Christopher
Published: March 2008

The word “zoran” means silicon in Hebrew, which is exactly what Levy Gerzberg wanted to convey when he founded Santa Clara, Calif., microchip manufacturer Zoran Corp. in 1981. As the company grew, he discovered that zoran also meant “outstanding” in Mandarin and “happy boy” in Greek.
Stack Attack
Authors: Voss Bristol
Published: March 2008

Corporate biographies can be a tough sell because everyone (at least everybody in the company's industry) knows how the stories end. What can be fascinating in the right authors' hands however, is how companies got to from point A to point B, Q, or Y.
To Market, To Market
Authors: Goett Pamela
Published: March 2008

Emblazoned on the envelope are the words “YOU HAVE ALREADY WON $10,000,000!” Of course, the small print reads, “If you have the winning numbers.” I get these envelopes at least quarterly, and I almost always respond. These contests are, in effect, 32‐cent lottery tickets, and I'm happy to invest 32 cents even if the odds of winning are ridiculously low. While my response is rarely what the marketer hopes for—an order for a magazine subscription—I do become actively involved by searching out the instructions in the contest rules telling me what to do “if you're not ordering at this time” and mailing back my response. And, I blush to confess, twice in the last dozen years I actually ordered a magazine.
Strategic Thinking
Authors: Frisch Bob
Published: March 2008

The vision thing. George Bush downplayed it; Lou Gerstner said it was the last thing IBM needed, and it makes many executives uncomfortable. It's easy to see why. On the one hand, vision often means stirring slogans and ambitious generalities, but too few details about how to realize them. On the other, it sometimes means betting the company on some highly speculative view of the future.
TURNING COMPETITIVE INTELLIGENCE INTO BUSINESS KNOWLEDGE
Authors: Cottrill Ken
Published: March 2008

Executives who don't think they need to gather competitive intelligence set themselves up for a very hard fall.
SPIN‐OFFS:
Authors: Pearson Michael
Published: March 2008

Wall Street loves spin‐off announcements, but do spin‐offs actually increase shareholder value?
THE DIAMOND BUSINESS GETS ROUGH
Authors: Lane Voss Bristol
Published: March 2008

More diamonds, new players, a changing game‐how fast can De Beers' monopoly catch up to a freer market?
Stack Attack
Authors: Voss Bristol
Published: March 2008

A technology in search of a strategy? That's what we were starting to think about this whole Web‐'Net‐connect‐athon movement. It's certainly not everything it's cracked up to be—just ask the businessperson we know who spent a week in Chile and came back ready to trade her laptop for a homing pigeon. Her hotel's phone lines were incompatible with laptop modems. When she finally found an analog line, not only did the local Internet service number not work, but Santiago's long distance lines didn't stay clear long enough to send so much as one email.
Practical Strategist
Authors: Simpson Dan
Published: March 2008

One of the biggest constraints to growth in many companies is too narrow a definition of their market. Don't get me wrong—high market share is a good thing. The positive correlation between high share and high profitability is has been known for decades.
Risk Management
Authors: Perrottet Charles
Published: March 2008

Currencies seem to be more volatile than they have ever been in the past. The pace of change in technology seems to keep ratcheting higher. Corporations are merging into ever‐larger behemoths, and they are becoming more truly global than ever before. The regulators seem to be leaving the field and standing on the sidelines. Consumers are looking for ever more variety and more convenience with products that are more tailored to their personal wants.
MY ENEMY, MY FRIEND
Authors: Meyer Harvey
Published: March 2008

Competition can make strange bedfellows.
Stack Attack
Authors: Voss Bristol
Published: March 2008

Mergers and acquisitions are something that everyone who's been in the business world for more than a few years is extremely, if not intimately, familiar with. But can anyone synthesize all the knowledge that's out there and figure out the right ways to do handle a merger, or tell you when forming an alliance or even walking away might be the best path?
Book Excerpt
Authors: Trout Jack , Rivkin Steve
Published: March 2008

Old Pubilius was our kind of guy. He understood the essence of pricing and got it down to 11 words. Unfortunately, the academics and consultants moved in during the ensuing centuries and made pricing a little more complex.
Stack Attack
Authors: Voss Bristol
Published: March 2008

Who to believe when every theory has its pros and cons? Where even deliberately having no strategy (e.g., the Nucor company) can be a successful tactic?
M&A
Authors: Lebedow Aaron L.
Published: March 2008

Today, more than ever, an essential element of any corporate growth strategy is growth through acquisition. Not since the turn of the century has the economy seen such a massive restructuring. And the current tidal wave of mergers and acquisitions is deeper and wider than anything experienced in the past. In recent years, record M&A activity has exceeded $1 trillion per year. Whole industries are consolidating at a rate and a scale that is off the chart of historical experience.
WHY THINGS GO BETTER AT COKE
Authors: Wise Rick
Published: March 2008

Traditional business strategy wouldn't have helped this lumbering behemoth trapped in a mature, slow‐growth market. It took a whole new business design.
THE 1999 STRATEGIST'S GUIDE TO SOFTWARE
Authors: Baker Sunny , Baker Kim
Published: March 2008

For the sixth year, JBS takes a look at the newest software and gadgets designed to help executives run their businesses better.
AN ERP GAME PLAN
Authors: Laughlin Stephen P.
Published: March 2008

Don't believe vendors who tell you it will be easy to implement an enterprise resource planning system. It won't be. But it's not impossible, either.
Real Time Strategy
Authors: Oliver Richard W.
Published: March 2008

“The date which will live in infamy,” December 7, 1941, is branded in our consciousness as the day the most famous surprise attack of the 20th century was launched. The Japanese attack on Pearl Harbor shocked the nation into joining a war many of its citizens were trying desperately to avoid. But perhaps the most instructive part of the story is not that Pearl Harbor happened, but that the United States ignored at least three separate signals that the Japanese would attack.
Strategic Planning
Authors: Brache Alan , Freedman Mike
Published: March 2008

You've descended from the mountain‐top having visualized, scenarioed, segmented, core competencied, value chained, and discontinuitied. You've exercised both hemispheres of your brain to the point at which you are seriously considering watching network television. If you are admonished to “think outside of the box” one more time, you will not be responsible for your actions.
THE GROWTH IMPERATIVE
Authors: Rich Jude T.
Published: March 2008

Your company can either grow or die. Which result are you pursuing?
THE BEST LITTLE WAREHOUSE IN BUSINESS
Authors: Baker Sunny , Baker Kim
Published: March 2008

If you're awash in information you don't have time enough to analyze, invest in a data warehouse. It can give you access to data riches you didn't realize you had.
LEVERAGING THE REWARDS OF STRATEGIC ALLIANCES
Authors: Garai Gabor
Published: March 2008

Mergers are big news, but they're not the only news. More and more companies are entering into temporary alliances to gain competitive advantage.
Stack Attack
Authors: Voss Bristol
Published: March 2008

It's probably been at least a decade since any strategist actually believed he'd spend the rest of his career plotting the campaign of a great corporate army—from a nearby ridge.
Real Time Strategy
Authors: Oliver Richard W.
Published: March 2008

When Alice's journey through Wonderland took her into the Queen of Hearts' croquet garden, she found a world short on logic, rules, and common sense.
UNCERTAINTY:
Authors: Amram Martha , Kulatilaka Nalin
Published: March 2008

Traditional valuation techniques totally ignore options, but there can be a Quantifiable value to what might happen.
Stack Attack
Authors: Voss Bristol
Published: March 2008

Given that Peter Drucker's career has already spanned 60 years, that he's an extremely prolific writer, and that he's the most frequently cited author in the management field, it's safe to say that the final word on the man, his ideas, and his influence has yet to be written, even by the subject himself.
Brand Strategies
Authors: Docters Robert G.
Published: March 2008

Based on the evidence, brand must be one of the biggest guns in the corporate arsenal and thus worthy of significant investment. After all, consumer product companies regularly spend hundreds of millions of dollars to support brands; Wall Street values leading Internet businesses at enormous multiples simply because of their online brand strength; and CEOs surveyed by Ernst & Young judge brand to be among the most important keys to their companies' future success.
PERFORMANCE MEASURES:
Authors: Baghai Mehrdad , Bradshaw Lar , Coley Stephen , White David
Published: March 2008

When it comes to performance metrics, one size definitely does not fit ail—the right metric applied at the wrong time can stunt corporate growth.
SECRETS OF THE RICH AND FAMOUS
Authors: Hofrichter David A.
Published: March 2008

The best employee performance measurement system ever designed won't work in your company unless it aligns with your culture and strategy.
GLOBAL E‐COMMERCE, LOCAL PROBLEMS
Authors: Baker Sunny
Published: March 2008

Technology can immeasurably enhance global business effectiveness, but it doesn't provide all the answers.
HEALTH CARE'S OTHER CRISIS: DWINDLING CHOICES
Authors: Burnett Robert W.
Published: March 2008

While health care costs rise, choices of health plans diminish, and employers are caught in the middle. But there are ways to fight back.
Real Time Strategy
Authors: Oliver Richard W.
Published: March 2008

Students of corporate strategy are used to seeing metaphors used to help explain strategic concepts. Most typical are those metaphors using sports, war, or the military. In fact, it was from military strategists, such as Sun Tzu, Clausewitz, or Montgomery, that we borrowed many of our ideas and terminology.
DIVIDE AND CONQUER
Authors: Baker Sunny , Baker Kim
Published: March 2008

You can collect huge masses of data about your customers, but if you don't sort it, it won't do you any good. Mapping software may be just what you need.
Stack Attack
Authors: Lane Voss Bristol
Published: March 2008

Leadership as a topic never goes away and probably never will as long as it's such an important part of being a successful strategist. And so we tackle this hearty evergreen again. The latest crop to face Stack's ax all take different spins on imparting leadership wisdom.
WHEN THE CAUSE IS JUST
Authors: Meyer Harvey
Published: March 2008

Proponents of cause‐related marketing believe it yields a big payoff. But there are pitfalls.
CORPORATE EXCELLENCE IN THE NEW MILLENNIUM
Authors: Schmidt Jeffrey A.
Published: March 2008

The companies that find the fastest route to riches will be those that manage all stakeholders effectively.
Stack Attack
Authors: Voss Lane
Published: March 2008

This month's Stack is comprised of two books on complexity theory, two on IBM's Lou Gerstner, and an odd man out on straight strategy.
Indiana Jones and the Dread Temple of E‐Commerce
Authors: Goett Pamela
Published: March 2008

In the opening scene of Raiders of the Lost Ark, Indiana Jones faces an unexplored Inca temple. While he has a map of the temple's location, he has no plan of its interior. There is none—no one before him had escaped that temple alive. Indy has to dodge flying spears, falling guillotines, and rolling boulders in his quest for the prize. The remains of his unlucky predecessors give him a clue of their fate, and he uses all his skills as an experienced archaeologist to identify likely traps. He manages to escape with the treasure because he is bold, fearless, and knowledgeable. He is also very, very agile.
Real Time Strategy
Authors: Oliver Richard W.
Published: March 2008

Once while on business in Japan, I took some time off to study the local culture. At a famous Shinto shrine, I saw a gardener trimming a pine tree. He was using a pair of small garden scissors to cut the needles one at a time, referring to a small book before each cut. Coming from a part of the world where a chain saw is the tool of choice for tree trimming, I was intrigued.
Consulting
Authors: Parks Michael
Published: March 2008

Since the introduction of the Web, the Internet has evolved from being a place where people sought information, transmitted e‐mail messages, and purchased goods and services, to becoming the progenitor of a whole new method of doing business. In fact, in the next four years, 500 million Web users will transact more than $1 trillion in business through the Internet (IDC data).
THE ROAD WARRIOR'S ULTIMATE ARSENAL
Authors: Elliott Christopher
Published: March 2008

High‐tech, low‐tech, and no‐tech, there are ways business travelers can stay connected without cramming the whole office into carry‐on luggage.
THE GREENING OF CORPORATE AMERICA
Authors: Meyer Harvey
Published: March 2008

Corporate America is jumping on the green bandwagon, and many companies have found the payoff is much more than enhanced good will.
The Party Line
Authors: Goett Pamela
Published: March 2008

Until very recently, I had a party line. It was an inexpensive service on a phone I didn't use often. Naturally, sometimes I'd pick up the phone only to hear someone's voice, which meant I couldn't place my call until my neighbor hung up. Luckily, my neighbor wasn't particularly chatty, so the line was generally free very quickly. And if there ever had been an emergency, I'd simply have asked the other parties to hang up, and I'm sure they would have. So sharing with my neighbor was an inconvenience I could live with.
Management
Authors: Ashkenas Ron
Published: March 2008

Speed, flexibility, integration and innovation are becoming the new drivers of organizational success. Institutionalizing these new success factors requires not just new technology, but also a loosening of boundaries—between the levels of the hierarchy, between the functional areas and departments, between suppliers and customers, and, increasingly, across geographic borders. Rigid lines of demarcation—be they vertical, horizontal, external, or global—get in the way of being fast, flexible, and creative. More permeable boundaries, on the other hand, permit a healthy and brisk flow of ideas, energy, and information.
Customer Relationships
Authors: Butler Shahla
Published: March 2008

Emerging technologies have enabled companies to collect, store, and analyze customer information in ways that have greatly improved their ability to attract and retain customers. Enterprises can practice effective customer relationship management (CRM) by using analytical techniques to implement customer treatment strategies based on predictive modeling that draws on a wealth of data about customer behavior.
Real Time Strategy
Authors: Oliver Richard W.
Published: March 2008

The idea of trade is almost as old as the world itself. Very early in the Agrarian Age, farmers grasped the concept that we now call “comparative advantage”; i.e., that some people or groups are more efficient than others in creating certain kinds of consumables, and that everyone benefits from specialization. Historians tell us that the result was that a new class of people, traders, grew amidst the mostly agrarian populace of 7,000 to 8,000 years ago. The first traders worked up and down the Nile River, bartering goods from one area to another.
Corporate Culture
Authors: Connors Roger , Smith Tom
Published: March 2008

Many operating managers view culture and culture change as something “soft” or “squishy” and remote from day‐to‐day concerns. They're worried about “making their numbers” and say they haven't got time to think about organizational culture.
e‐Business
Authors: Brache Alan , Webb Jim
Published: March 2008

Make no mistake about it, e‐business has created great end‐of‐the‐century anxiety in many executive suites. Few would argue with the proposition that e‐business represents vast potential for creating economic value, but it also entails great risk, especially since e‐business remains an unchartered frontier with no tested models for guiding decision making.
STRATEGIC INNOVATION IN THE NEW ECONOMY
Authors: Means Grady E. , Faulkner Matthew
Published: March 2008

A process of continuous innovation isn't just “nice to have,” it's “need to have.”
GOING UP! VERTICAL MARKETING ON THE WEB
Authors: Baker Sunny , Baker Kim
Published: March 2008

There's a whole lot more to Web‐based vertical marketing than simply installing a new software package.
RIDING SHOTGUN ON THE INFORMATION SUPERHIGHWAY
Authors: Wood Chris
Published: March 2008

Before you can protect critical information, you have to know what you've got and where it's at.
Stack Attack
Authors: Lane Voss Bristol
Published: March 2008

Wouldn't Stack love to open a book and find a map of the new millennium. It doesn't have to be 100% right, but someone needs to take a stab at drawing one. We need a map, even if it's only a rough outline: Business boundaries are shifting, and the very definition of what it means to be a company is changing.
BOARDS TAKE ON THE HEAVY LIFTING
Authors: Meyer Harvey
Published: March 2008

The era of the passive, rubber‐stamping, old‐boy‐network corporate board is over.
FROM SUPPLY CHAIN TO VALUE NET
Authors: Bovel David , Martha Joseph
Published: March 2008

The supply chain can and should be a strategic differentiator, but too many companies are missing the strategic opportunities it offers.
RECONFIGURING THE VALUE NETWORK
Authors: Allee Verna
Published: March 2008

Keeping track of the revenue stream is important, but it's equally important to track the flow of knowledge and intangibles.
GETTING THE MOST from your INTRANET and EXTRANET STRATEGIES
Authors: Baker Sunny
Published: March 2008

Intranets and extranets aren't just for the multinationals anymore. In fact, if your company isn't developing a net strategy, you may be planting the seeds of your own destruction.
Web Design
Authors: Savin Jerry , Silberg Dave
Published: March 2008

There's no question that e‐business offers incredible opportunities. Companies that create an effective Web presence can streamline operations, shorten response time to customer requests, gather more market data, increase their geographic reach, and, ideally, sell more. With e‐commerce expected to nudge up to the trillion‐dollar mark within the next few years, there are very few businesses that will not have some kind of Internet presence.
The Puck Stops Here
Authors: Goett Pamela
Published: March 2008

Sports metaphors abound in business. You develop a game plan, kick off the new program, and hope for a home run or touchdown. If the plan is not universally hailed, you might denigrate critics as Monday morning quarterbacks, or, if they're especially powerful, you could either do an end run around them or touch base with some of the more influential pacesetters to persuade them to join your team. If no one sidelines you, you have to implement the game plan, which is likely to require quite a bit of teambuilding and coaching. However, if you don't have deep bench strength and you're in danger of striking out or fumbling, you might need to call in a pinch hitter or someone who can take the ball and run with it. The very last thing you want is for some competitor to come out of left field and go toe to toe with you before you can field your best players. But if it happens, you have to be ready to play hardball.
Real Time Strategy
Authors: Oliver Richard W.
Published: March 2008

“Sustainable competitive advantage.” For most of the 1980s and 1990s, this term, or SCA as it's sometimes called, has been the mantra of CEOs, corporate strategists, and “B‐school” faculties
Corporate Finance
Authors: Goodman Edwin A.
Published: March 2008

The capital markets, in league with the Internet, are creating a unique moment in business history. Of course, past courtships between capital and technology have driven economic growth and changed society. After all, venture capitalists and Wall Street bankers helped entrepreneurs launch semiconductors, main frame and personal computers, and biotechnology. But the catalytic change the Internet has ushered in is so extensive that it is really a change in kind rather than one of degree.
STRATEGY
Authors: Evans Philip
Published: March 2008

With strategy, as with everything else, companies must refocus to compete in the Internet Age.
WHITHER OPERATING SYSTEMS?
Authors: Baker Sunny
Published: March 2008

Don't give computer operating systems short shrift when pondering the best software to run your business.
WHERE TECHNOLOGY AND KNOWLEDGE MEET
Authors: Silver Christy A.
Published: March 2008

Technology is vital to capturing and managing knowledge, but it's not a panacea.
MANAGING CUSTOMER KNOWLEDGE
Authors: Lesser Eric , Mundel David , Wiecha Charles
Published: March 2008

Becoming “customer‐centric” is easier said than done. But it can be done.
DEVELOPING YOUR COMPANY'S NEW E‐BUSINESS
Authors: Butler Ava S.
Published: March 2008

Companies that excel at the basics of change management can speedily and successfully integrate e‐initiatives.
Stack Attack
Authors: Lane Voss Bristol
Published: March 2008

Some people are pushing the theory that the upcoming December 31st is the eve of the real millennium. Whether it's because of deeply held ideological beliefs, an obsession with calendars, or because they were too wrapped up with Y2K to really have a good time last year, who cares. Let's cut 'em some slack and toast to their right to their own point of view.
Real Time Strategy
Authors: Oliver Richard W.
Published: March 2008

Determining whether the so‐called e‐economy is dead, in purgatory, or merely at the end of the beginning, is today's BSQ (big strategic question). “Invest or ignore” in the e‐economy is the biggest bet most companies are making right now, and the implications of the answer will last a decade.
E‐Business
Authors: Ruocco Alberto , Durfee Thea
Published: March 2008

It's late one night and you're shopping at the E‐Biz Mall (open 24/7). You come across the “Ebiz Transformation Kit” and take it off the virtual shelf. The side panel says the kit includes one magic wand, sound business models, key challenges, and strategic issues. On the front it says: “Gets your e‐business up and running in Internet time. Build new strategies in 12 easy steps!” Should you open it, or is this Pandora's box?
YOUR COMPANY DOES NOT EXIST
Authors: Yates Don , Davis Mark
Published: March 2008

Only in the search tor answers to disruptive questions will you find the means to build an Extraordinary Organization
NOTES FROM THE M&A TRENCHES
Authors: Massimilian Dick
Published: March 2008

Deciding to join with another company is easy. The hard part is making the marriage work.
GETTING THE MOST FROM YOUR B2B‐ENABLED SUPPLY CHAIN
Authors: Brewton Tom , Kingseed Kirsten
Published: March 2008

There are no “plug and play” solutions to integrating your supply chain with the Internet.
PRIVACY WHOSE RIGHT IS IT ANYHOW?
Authors: GRECO JOANN
Published: March 2008

Do employers have an inalienable right to look over employees' shoulders as they work on PCs and access the Internet?
EDI AND THE INTERNET
Authors: Sawabini Stuart
Published: March 2008

Supplier relationship management programs accessed over the Internet can offer small companies many of the benefits large firms gain from their EDI systems.
Stack Attack
Authors: Lane Voss Bristol
Published: March 2008

As the dot‐coms crumble and the cash machines that funded them merge, suddenly all the urgency about finding and keeping the best people seems so … not urgent. That means you might not need to race out to buy the books in this Stack. All of them advocate working to change an entire organization to make it employee friendly—an “employer of choice” in the lingo—which now seems so … too much work. And as for the idea that companies exist for the workers, we think that went out with socialism.
E‐Business
Authors: Graham Allan
Published: March 2008

When it comes to availability, Web site operators should take a page from Yogi Berra's playbook. When asked whether he would be dining at a famous restaurant, the legendary Yankee catcher said, “Nobody goes there anymore. It's too crowded.” Likewise, if your Web site is too crowded with volume it can't handle, or suffers downtime for any reason, the “e” portion of your business is quickly closed.
REVERSING THE VALUE CHAIN
Authors: Webb Jim , Gile Chas
Published: March 2008

Most companies look at their core competencies when they want to build competitive advantage. But they're grabbing the wrong end of the value chain.
WHY YOUR CIO LOOKS SO STRESSED
Authors: BAKER KIM , BAKER SUNNY
Published: March 2008

YOUR PEOPLE COME TO YOU recommending a hot new tool that will generate additional revenue and improve productivity. It costs just $80,000 for both hardware and software, and the system will pay for itself in as little as a month. The case for this investment is so solid, you approve the project.
Stack Attack
Authors: Lane Voss Bristol
Published: March 2008

If you've been reading too many business books that sound altogether too much like high school English essays, this Stack is for you. Three of the books are written with a terrific command of language and include at‐the‐ready examples from every sphere of life. The last book, a workbook, is intentionally simplified, but pragmatic and relentless in leading the horse—excuse me, the reader—to the water of action.
2B or Not 2B
Authors: Oliver Richard W.
Published: March 2008

Shakespeare's famous line from the play Hamlet focuses our attention on one the most important strategic decisions for most firms today. It's almost as if Shakespeare knew of the dilemma faced by a company trying to decide whether to participate in today's business to business (B2B) marketplace exchanges. As Prince Hamlet's soliloquy (Hamlet, Act 3, Scene 1) goes:
Real Pay for Performance
Authors: Tulgan Bruce
Published: March 2008

Implementing a pay plan that fairly rewards performance is hard work, but it's worth the effort.
STRATEGY INNOVATION TAKES IMAGINATION
Authors: Tucker Robert B.
Published: March 2008

Real strategy innovation comes from solving problems for customers in new ways.
THE NEXT FRONTIER
Authors: Patrick O'Halloran J. , Wagner Todd R.
Published: March 2008

Taking a page from just‐in‐time manufacturing, many companies have found a way to create better, faster, cheaper—and infinitely more effective—marketing campaigns.
Real Time Srategy
Authors: Oliver Richard W.
Published: March 2008

Historically, one of the key financial measures of corporate success is return on assets (ROA). Corporate strategists and financial investors use ROA to compare management's use of the firm's total assets to industry averages as well as to the firm's direct competitors.
Management
Authors: Forst Leland I.
Published: March 2008

A decade ago, a few major corporations independently started asking the same questions: Since nearly all their staff functions addressed the same fundamental business unit needs, why perform the work individually for each unit? And if staff work done by one organizational entity addressed multiple needs, why perform it in an unbundled manner?
INTERNET STARTUPS: SO WHY CAN'T THEY WIN?
Authors: Finkelstein Sydney
Published: March 2008

It may be that it's the new economy firms, not the old standbys, that “just don't get it.”
Real‐Time Strategy
Authors: Oliver Richard W.
Published: March 2008

Lost amid the statistical rhetoric about the economic devastation of the past year, with whole industries (such as telecommunications) laid waste, and the future stolen before it even had a chance (e‐commerce), lies a largely unnoticed fact: the unprecedented turnover of Corporate America's CEOs.
HIGH, WIDE, AND WIRELESS
Authors: Barbero Manuel , Leung Kenneth , Antypas John
Published: March 2008

Let's say you're a mobile worker and have a one‐hour layover at an airport, during which you want to connect to the office. You could race to a wireline phone, unpack your PC, connect the wires, and wait to establish a network connection. In 20 minutes you might complete one task, such as synchronize e‐mail. Or, you could us a wireless messaging device such as a Palm Pilot and begin the transaction immediately after getting off the plane. You would not be chained to one place, and probably would be able to complete more work in half the time. Welcome to the wireless revolution.
CHEAP AND CHEERFUL
Authors: Meyer Harvey
Published: March 2008

Fastenal's strategy is to pinch every penny twice before letting it go. So far, it's working.
MARKETING IS NOT A ONE‐NIGHT STAND
Authors: Patrick O'Halloran J. , Wagner Todd R.
Published: March 2008

In an age of “conversational marketing,” there are clear parallels between the new rules of marketing and the old rules of courtship.
Stack Attack
Authors: Lane Voss Bristol
Published: March 2008

Sure, it's been a blow that so many of us have had to give up our arrogance of confusing a bull market with brains. This may be just the slap in the face we need to realize that no matter where we are with our companies, we can always improve them, always learn.
Real‐Time Strategy
Authors: Oliver Richard W.
Published: March 2008

On the face of it, defining “business strategy” seems like a no‐brainer. Yet when I was confronted with the challenge recently i n a faculty meeting, I found myself rather less than articulate. “Bad form!” you might say, for a professor of the subject, and more important, a columnist on strategy for this fine journal.
BUILDING A BETTER BOARD
Authors: Finegold David , Lawler Edward E. , Conger Jay
Published: March 2008

A rubber‐stamp board serves everyone—especially the CEO—poorly.
THE RENAISSANCE STRATEGIST
Authors: von Oetinger Bolko
Published: March 2008

It might be better to explore the contents of a diverse variety of boxes, than to “think outside” of just one box.
Real‐Time Strategy
Authors: Oliver Richard W.
Published: March 2008

Last year I wrote a column about the potential for new rivals from outside companies' traditional competitive sets to mount surprise attacks. My key premise was that one of the old “givens” of strategy, that “you know your industry boundaries,” was fast falling by the wayside. The new strategic rule I suggested was: There are no industry boundaries.
Theory in Practice
Authors: Smith Michele , Hansen Frederick
Published: March 2008

If you're having a crisis of confidence about your business strategy right now, that's probably a good thing. The “new” economy has had a profound effect on the nature of business strat‐egy because it has changed the sources of sustainable above‐average returns. Michael Porter, a leading strategy thinker, characterizes the change as a movement from trying to be “better than” your competition to being “different” so that you can provide “unique value.”
E‐Commerce
Authors: Durfee Thea , Chen George
Published: March 2008

Conducting commerce over the Internet has quickly become an integral part of modern business, and, arguably, the most important business topic of the last few years. However, while there is considerable pressure for companies to jump on the e‐commerce bandwagon, there also are considerable disincentives. As we have seen, the investments are significant and mistakes costly and highly visible. One of the important lessons learned in the last year is that e‐commerce is not for everyone.
KEYS TO SUCCESSFUL STRATEGY EXECUTION
Authors: Zagotta Robert , Robinson Don
Published: March 2008

The most brilliant strategy ever devised won't get you anywhere if you can't execute it.
MAPPING VALUE GROWTH IN COMPLEX PORTFOLIOS
Authors: Balaban Richard , Rothschild Phyllis
Published: March 2008

RUNNING A LARGE, MULTI‐BUSINESS COMPANY HAS never been harder than it is today. For one thing, investors tend to accord higher multiples to “pure play” firms, in part because they understand what they're buying. In a 1998 study, for example, Raghuram Rajan, Henri Servaes, and Luigi Zingales found that the shares of highly diversified firms traded, on average, for almost 10% less than those of focused firms during the 1980s and early 1990s (National Bureau of Economic Research Working Paper No. 6368).
ARE YOU LEAVING MONEY ON THE TABLE?
Authors: Kambil Ajit , Wilson H. James , Agrawal Vipul
Published: March 2008

When the price is right, profits follow.
Crisis Management
Authors: Gage Thomas E. , Reinoso Victor A.
Published: March 2008

When times are uncertain, whether because of human actions or natural catastrophes, executives face challenges that can be managed best by advance planning and preparation. While September 11 was catastrophic, many other events have significant effects on businesses. The Northridge earthquake in Southern California in 1994 resulted in total business and residential insurance claims of $12.5 billion and an estimated total cost of almost twice that. Hurricane Andrew's insurance claims totaled $15.5 billion. And even a significant economic downturn causes sustained, if not direct physical, damage to businesses. Companies that prepare for uncertain times fare significantly better than those that do not.
THE LEADERSHIP TESTING GROUND
Authors: Gadiesh Orit , Buchanan Robin , Daniell Mark , Ormiston Charles
Published: March 2008

Mergers may be the truest test of great leaders.
TAKING THE MEASURE OF E‐MARKETING SUCCESS
Authors: Cotter Scott
Published: March 2008

Don't just cross your fingers and hope your e‐marketing initiatives are paying off, measure the payoff.
RECONSTRUCT YOUR BUSINESS AROUND CUSTOMERS
Authors: Rheault Dennis , Sheridan Steve
Published: March 2008

Your customers reach you through numerous channels, but all those channels should have a single focus.
Stack Attack
Authors: Lane Voss Bristol
Published: March 2008

The stories and lore that surround companies often are mistaken for fact and, even if true, can take on more importance than what actually was relevant in making the companies great.
Real‐Time Strategy
Authors: Oliver Richard W.
Published: March 2008

In recent years, a great number of CEOs have discovered that their company's overall strategy and its information technology strategy are becoming more and more synchronous. For most of today's successful companies, everything from supply chain management to sales lead management is housed on an internal or external network. The company's technology decisions determine whether the overall strategy is possible, and the overall strategy determines the next technology move.
Advertising
Authors: Gotham Rich
Published: March 2008

In many ways, 2001 marked the end of the beginning for the commercial Web, just as it celebrated its seventh birthday last fall with the anniversary of the first banner ad, which appeared on HotWired in 1994. As the industry enters into its adolescence in 2002, it has acquired experience and knowledge that will help it mature into a fully‐grown consumer medium. But as is the case with any adolescent, it will need a fair amount of discipline if we're to see it reach its full potential.
Mobile Computing
Authors: Ellermann Todd R.
Published: March 2008

Wireless. It's being touted as the next big wave, and, given the buzz, it's a tsunami. According to the latest reports, mobile devices are set to invade corporate infrastructure the same way the PC did 20 years ago. Not only that, but mobile computing will be 10 times bigger than the Internet! In fact, if your company doesn't jump on the wireless bandwagon quickly, you'll be left in the dust.
INCUBATING INNOVATION
Authors: Hickman Craig , Raia Christopher
Published: March 2008

Companies must leverage the full spectrum of innovation, from the incremental to the revolutionary.
STRATEGIES FOR MARKET DISRUPTIONS
Authors: Watts Reid M.
Published: March 2008

Developing the next new product or service yourself may not be the right strategy.
INCUBATORS: THERE AND BACK
Authors: Finer Barbara , Holberton Phil
Published: March 2008

Good ideas don't always translate into profits, as the experience of for‐profit Incubators shows.
Realizing the Promise of PARTNERSHIPS
Authors: Kaplan Nancy J. , Hurd Jonathan
Published: March 2008

Many partnerships end badly. It doesn't have to be that way.
Disaster Recovery
Authors: Gondek Richard
Published: March 2008

The events of September 11 focused the information technology community on business continuity and disaster recovery planning. In the days and weeks following the attack, many IT organizations assessed their infrastructures and allocated a larger portion of their 2002 budgets to continuity planning and disaster recovery. Most of those organizations will spend the new budget dollars on infrastructure upgrades and to projects that will bring increased redundancy.
BUSINESS IN THE AGE OF TERRORISM
Authors: Marren Patrick B.
Published: March 2008

September 11 changed the way strategic planners must look at their companies' futures.
PERFORMANCE
Authors: Knight James A.
Published: March 2008

Compensation committees are asking the wrong question. They should ask “What are we paying tor?” not “How much must we pay?”
THE PROBLEM WITH EQUITY COMPENSATION
Authors: Daily Catherine M. , Dalton Dan R.
Published: March 2008

A close look at a number of studies reveals that equity compensation is not a prescription for performance.
RISK MANAGEMENT in the Shadow of Enron
Authors: Ayres Frances L. , Logue Dennis E.
Published: March 2008

Taking risks off the balance sheet doesn't make them go away.
Stack Attack
Authors: Lane Voss Bristol
Published: March 2008

This issue's Stack attacks the question of how leaders can move from what they want to achieve to actually achieving it through themselves, teams, peers, and their organizations. The most successful are Execution, First Among Equals, and The Leadership Secrets of Colin Powell. All three can manage to satisfy strategy's old hands and newcomers alike.
Project Management
Authors: Leemann Ted
Published: March 2008

Almost daily, the media report on dramatic cost overruns in projects from IT systems to small rail systems to the International Space Station. The reason? Organizations are not using cutting‐edge project management techniques that could help them focus resources more efficiently.
Executive Perspective
Authors: Weidman David
Published: March 2008

Back when I was studying for my MBA, the world was a different place. Then, business change was measured in years, sometimes even decades. Now, we measure the rate of change in months and, in some cases, even days. These changes are just as radical as in decades past, but they occur much faster. When there are difficult economic conditions, change accelerates further, with the resulting impact felt across the globe. But how will this new “Oh, that was the case six minutes ago” culture alter the way we provide the leadership skills to do business?
FIVE HABITS OF HIGHLY STRATEGIC THINKERS
Authors: Keelin Tom , Arnold Robin
Published: March 2008

Strategic perspective—the ability to step back and see the big picture—can be learned.
The Advent of Information Industrials
Authors: Ghosh Partha
Published: March 2008

Technological convergence is transforming business models, and new digital business paradigms are emerging.
CRACKING THE COLLABORATION CODE
Authors: Gossain Sanjiv
Published: March 2008

Collaborative commerce—the practical face of e‐business today—yields huge payoffs for those who do it well. The trouble is, most don't. Five steps will help close the gap.
THE NEW BOTTOM LINE FOR BUSINESS EXECUTIVES
Authors: Hayes Troy
Published: March 2008

Today, ethics, not numbers, deserve business leaders' greatest attention.
WHY ETHICS & COMPLIANCE PROGRAMS CAN FAIL
Authors: Barry Megan
Published: March 2008

“Set it and forget it” doesn't work with ethics programs.
Stack Attack
Authors: Lane Voss Bristol
Published: March 2008

Thanks to the Sarbanes‐Oxley Act, CEOs of U.S. companies that have annual revenues exceeding $1.2 billion must personally certify their firm's books, it seems like every third company has restated earnings. Household International earned $386 million less than previously reported; Qwest lost $1.1 billion; AOL Time Warner missed $49 million; Interpublic Group found $68.5 million in expenses that had not been properly accounted for. No longer can a CEO hide behind the auditors or plead ignorance.
2. Open Learning — The Key to Success
Authors: Williams John
Published: March 2008

Austin Rover adopted open learning as a result of fundamental and massive changes in technology, productivity and its product range. With the help of the Manpower Services Commission (MSC) open learning centres at each of Austin Rover's main manufacturing sites have been established. Each centre has work stations (comprising a computer, disk drives, printers and monitors) study benches, a video resource, an audio resource, a reference library and an administrator. The use of the computer is encouraged as a training aid to deliver, manage or test the learning process and the trainee. The cost‐effectiveness of open learning, the development of courseware and the available resources are examined. The selection of employees for courses and the staff involved are discussed. The company sees open learning as an additional method of training to those already at the disposal of trainers.
4. Colleges Open for Business
Authors: Corlett John A.
Published: March 2008

With rapid technological change and international competition for traditional markets, new approaches to training have been developed. The old pattern of college provision with rigidities of time, place and pace is giving way to a flexible and responsive attitude which takes a market‐oriented approach to a new “bespoke” product, often in the form of open learning. The ways in which this change has come about and the new initiatives that have arisen are outlined. Open learning materials production and delivery systems are discussed. A case study of the Oxford Centre for Adult Learning is presented, which shows how a large further education college has been able to collaborate with local employers in identifying training needs and design, establish and market appropriately flexible education and training systems.