bluuebunny/crossref_metadata_2025 huggingface dataset:
A complex global business' dilemma: Long range planning vs. flexibility
Authors: Polcha Andrew E.
Published: February 2008

This world‐leading marketer, rightfully proud of its state‐of‐the‐art centrally controlled planning system, finds that the managers of its international business need an ever greater degree of flexibility if they are to compete successfully in their many rapidly shifting global markets.
1990 World political risk forecast
Authors: Coplin William D. , O'Leary Michael K.
Published: February 2008

Recent events have rewritten the political risk map, for the immediate future and perhaps for the 21st century. Regional issues are charted and key risk factors are scored for 86 countries.
New global strategies for competitive advantage
Authors: Porter Michael E.
Published: February 2008

Why do some nations win or lose a share of world trade? Michael Porter, author of the two most widely quoted books on strategic management, has just published a masterful new book, The Competitive Advantage of Nations, which offers a theory to explain the triumph of some nations in some markets.
The US West/Carnegie Group Strategic Alliance
Authors: Yablonsky Dennis
Published: February 2008

A big telephone company needs innovative software to increase productivity; a little high‐tech firm needs entree to top corporate markets. Their alliance has hot prospects.
More highlights of the planning forum's international conference
Authors: Reimann Bernard C.
Published: February 2008

The 1990 International Conference of The Planning Forum held in Washington, D. C. set a new attendance record. Some 1300 senior executives exchanged war stories, business theories, and points of view while attending three days of presentations by major company CEOs, consultants to leading corporations, noted academics, and practitioners of strategic management. Many of the star presenters had the discerning Bernard C. Reimann, chairman of the Department of Management at Cleveland State University, in their audience busily taking notes. Professor Reimann regularly reports on major strategic management conferences for Planning Review.
Time‐based management creates a competitive advantage
Authors: Valentino Daniel , Christ Bill
Published: February 2008

When the design and engineering functions in this Midwestern electronics firm learned to cooperate instead of operating independently, the company won the jackpot: a 50 percent speedup in development time, lower development costs, and dramatic improvements in product quality.
The ivory tower is open for business: The Academy of Management meets in San Francisco
Authors: Reimann Bernard C.
Published: February 2008

For five foggy days last August, over 3,000 management scholars converged on the San Francisco Hilton to hold the fiftieth annual meeting of the Academy of Management. This year's theme was “Enhancing Organizational Vision and Vitality,” and four of the featured speakers were prominent CEOs. Luckily, I was able to attend three out of their four presentations.
Japanese positioning for post‐1992 Europe
Authors: Stoehr Achim A.
Published: February 2008

Japanese strategy for Europe: Scrap the “Made in Japan” approach, pursue serious industrial investment, introduce technology, and apply it locally.
DEC protects market share by joint venturing with ITT
Authors: Cummings Thomas , Jenster Per , Bidault Francis
Published: February 2008

When a unit of DEC establishes a strategic alliance in Europe with key customer ITT to combat a competitor, the venture proves difficult to manage.
U.S. memories: The secrets of successful competitive analysis
Authors: Berman Saul J.
Published: February 2008

Competitor analysis can draw a realistic competitive picture of the present, and use that picture to understand the most likely makeup of the future.
A cure for America's corporate short‐termism
Authors: Jacobs Michael T.
Published: February 2008

Short‐termism will not go away simply by thinking longer term.
How information technology can revitalize mature businesses
Authors: Davis Stanley , Davidson Bill
Published: February 2008

The core function in the information economy is shifting into distribution and delivery.
Corporate strategies that work
Authors: Reimann Bernard C.
Published: February 2008

Here's more coverage of The Planning Forum's annual International Conference in Toronto by our diligent reporter, Professor Reimann. His synopses capture conference highlights and, as usual, he seasons them with his insightful commentary. This is the third part of a three‐part article that began in the September/October issue.
The power of missions: Aligning strategy and culture
Authors: Campbell Andrew
Published: February 2008

Mission statements by themselves are of very little value. Some companies have good mission statements, but their management teams often lack a sense of purpose. In other companies, management teams have a clarity of vision and enthusiasm that is awe‐inspiring, without having a mission statement. Mission statements in and of themselves are not important — creating a management team with a sense of mission is crucial.
Warren Bennis on rebuilding leadership
Authors: Norris Marilyn
Published: February 2008

Successful leaders of the future will be very different from those who have succeeded in the past. In his keynote address to The Planning Forum's International Conference, Dr. Warren Bennis, a leading authority on leadership, focused on America's rapidly changing business and social environment and the ways in which leaders must change if their organizations are to survive and succeed in these turbulent times.
Marketing's new paradigms: What's really happening out there
Authors: Kotler Philip
Published: February 2008

Marketing has been defined by some as the art of getting and keeping customers. Much of marketing has been cast around the “getting” problem. We have neglected the “keeping” problem. Keeping requires some thought; it goes beyond what the customer service department does. It gets into how to satisfy the customer, how to get the customer to be a frequent buyer, and how to form links with customers that create exit barriers that make it more expensive to switch than stay. These things must be thought through because the first defense of any company is to keep its customers. Defection is the worst thing that can happen.
Building brand equity at the Clorox company
Authors: Robertson Jack
Published: February 2008

I want to share some concrete tips on how organizations can build and manage brand equities — particularly, how we do so at Clorox. My focus is primarily on packaged goods, but many of the techniques can be applied to other product categories.
The value‐added analysis: A Seventh pathway to marketing innovation
Authors: Higgins James M.
Published: February 2008

The desired result of all strategic marketing efforts is to obtain a sustainable competitive advantage for the business. To do so, many strategists now agree that the firm must continuously strive for both relative low cost position of products and services as well as a position of relative differentiation from the competition. To achieve those ends, firms must engage in both process and product innovation. Indeed, research indicates that leads obtained from product innovations are not sustainable for very long without accompanying process innovations. Process, then, is a key component of marketing innovation.
Training managers to benchmark
Authors: Ransley Derek L.
Published: February 2008

Benchmarking seems to generate the biggest payoff in companies that use an in‐house expert to foster manager training, nursemaid projects, and help translate findings into action.
Philosophers of the strategic renaissance
Authors: Reimann Bernard C.
Published: February 2008

This first Report in our two‐part coverage of The Strategic Management Society's annual meeting is devoted to three prominent conceptualizers—Richard Pascale, Gary Hamel, and C. K. Prahalad. They prescribe radical treatment for organizations seeking to transform their enterprise for success in the coming decades. (See our checklist of questions their provocative concepts should motivate managers to consider.) The second part, scheduled for the May/June issue, presents case studies by CEOs directly involved in transforming their corporations.
The Reengineer
Authors: Randall Robert M.
Published: February 2008

Michael Hammer, the consultant often credited with coining the term “reengineering,” inspires top management at a number of cutting‐edge U.S. firms to attempt radical process redesign. Here, he updates us on this evolving management practice.
Mass customizing products and services
Authors: Pine B. Joseph
Published: February 2008

Many innovative companies are experimenting with a strategy of mass customization—the low‐cost production of high variety, even individually customized goods and services. Based on his experiences at IBM and research into mass customization conducted at MIT and at the IBM Consulting Group, the author has identified five basic methods for mass customizing products and services.
A joint venture in mass customization
Authors: Kubiak James
Published: February 2008

In 1986, Azimuth Corporation, a two‐person St. Paul, Minnesota, consulting firm with an innovative marketing plan to sell signage to small business, forged a joint venture with 3M, a $10 billion corporation that wanted to find new niches for its SCOTCHCAL vinyl film.
Strategic management software and system trends
Authors: Davidson Alistair
Published: February 2008

Ten emerging information technology trends are influencing how companies use software to plan, organize themselves, analyze information, manage their knowledge workers, and reengineer their business processes.
Strategic planning: The engine of change
Authors: Gebelein Christopher
Published: February 2008

Inland Steel Industries is a $3.5 billion corporation with two main businesses. The Inland Materials Distribution Group (IMDG) is essentially a combination of a metals “hardware store” for small machine shops and small users of steel, and a vehicle to provide customers with materials management services—just‐in‐time inventory and initial processing, for example. The IMDG contributes about $1.5 billion in sales annually. The other business is the Inland Steel Co., which focuses on manufacturing.
Flexible, integrated operations: The new Japanese challenge
Authors: Best William
Published: February 2008

Many Japanese companies are experiencing declines in profitability because of a labor shortage, rising interest rates, Japan's aging population and the restraints of the social contract of life‐time employment. In response, they are moving to a new phase of competition beyond quality and just‐in‐time manufacturing, developing process reengineering strategies to cope with the recessionary, marketplace and employment changes in the Japanese economy.
Creativity is your business too!
Authors: Hightower Dennis F.
Published: February 2008

Creativity can be one of the key drivers in business today. At the Walt Disney Company, creativity is not just a tool or a technique to increase productivity; it is the heart of the business. The creative process is practiced and nurtured at Disney, and the application of a similar approach could dramatically impact businesses in a multitude of industries.
A planning forum conference presentation: M's sophisticated formula for teamwork
Authors: Allio Michael K.
Published: February 2008

Though your action team may be composed of your company's executive tigers, don't try to run it with a whip and a chair. As 3M found, it takes a non‐traditional management approach to make teamwork work.
How benchmarking can improve business reengineering
Authors: Richman Theodor , Koontz Charles
Published: February 2008

Many managers consider business reengineering and benchmarking as separate avenues to be pursued. However, Xerox manager Theodor Richman tells how to marry the two processes and reap synergistic benefits by combining them into a new methodology for implementing change.
Super Bakery Inc.: Innovating in a mature market is not just a piece of cake
Authors: Darling Bruce L. , Davis Tim R.V.
Published: February 2008

Super Bakery managers formulated breakthrough strategies for entering the mature institutional food market. Owned by football legend Franco Harris, this dynamic little company is now a profit leader in the industry. Their recipe for success: Differentiate services, build company capabilities, and create products like the “Super Donut.”
Using electronic meeting systems for collaborative planning at IBM Rochester
Authors: Gessner Steve , McNeilly Mark , Leskee Bill
Published: February 2008

We all could make a list of what's wrong with most meetings. What's said doesn't reflect what people are thinking. People with good ideas don't get heard. Contradicting your boss is bad politics. Precious time is lost in endless debates. What if you could just press a button to put an end to the wrangling? What if everyone's ideas were automatically added to the agenda? Welcome to the brave new world of Electronic Meeting Systems.
Advia™: Planning and decision support for smaller businesses
Authors: Sterling John W. , Stubblefield Angela
Published: February 2008

As part of our series of software tests by practicing managers, we asked a consulting firm that has thoughtfully reviewed several products for us to try out Advia, a planning system specifically targeted for entrepreneurs and small businesses seeking to plan and manage strategically.
Future state visioning technique at National Rubber Company
Authors: Stewart J.M.
Published: February 2008

The future state visioning process, a powerful management tool for initiating strategic change, stresses the development of stakeholder understanding and commitment as it builds a solid, principled base for action. It forces the leadership to look long term. Expressing the values underlying the issues is an integral part of the process, during which fundamental beliefs are surfaced, examined, and brought up to date.
The Knowledge Factory for accelerated learning practices
Authors: Roth Aleda V. , Marucheck Ann S. , Kemp Alex , Trimble Dong
Published: February 2008

The Knowledge Factory is a metaphor to describe an accelerated learning organization. World‐class manufacturers are gearing every aspect of their business, from the shop floor to administrative offices, toward the rapid acquisition and deployment of knowledge. This article, based on an extensive research project to identify and interview best‐in‐class operations, provides conceptual guidelines and action steps for organizations striving to practice knowledge‐based competitiveness.
DHC: The chemical division's balanced scorecard
Authors: Vitale Mike , Mavrinac Sarah C. , Hauser Mark
Published: February 2008

This case is real. To preserve client/consultant confidentiality, the industry has been changed and the firm disguised.
How to avoid misusing electronic meeting support
Authors: Kettelhut Michael C.
Published: February 2008

Group problem solving drives many initiatives that support innovative strategic management. Tools or methodologies that improve group processes—such as Group Decision Support Systems (GDSS) or Electronic Meeting Systems (EMS)—deserve close inspection. However, companies considering installing EMS/GDSS should be aware that such facilities can be expensive, their benefits are not always clear, and as the following case shows, they can even have highly undesirable effects.
Visionary planning for a compassionate era
Authors: Theobald Robert
Published: February 2008

“May you live in interesting times” goes an old Chinese curse. As you contemplate the times in which we live, expand your thinking beyond business. Remember that you have children and grandchildren whose needs and future you care about, and let's start turning that curse into a blessing. Recall Margaret Mead's revelation: “We are all immigrants into a new time.”
Leadership practices in marketing
Authors: Bluestein Abrain I.
Published: February 2008

What are the cutting edge leadership practices in marketing today, and how do they differ from what your company is doing? In order to analyze how the most successful companies operate their marketing process, A. T. Kearney recently completed a six‐month study of marketing leadership practices for six multi‐billion dollar corporate sponsors.
New success criteria for a turbulent world
Authors: Theobald Robert
Published: February 2008

We are facing a new kind of turbulence—a combination of social, technical, political, and market change—that is different than any experienced in previous human history. Today's adaptive organizations see turbulence as an opportunity for innovation and creativity.
How digital uses scenarios to rethink the present
Authors: Luce Quinn Lucia , Mason David H.
Published: February 2008

This case study of scenario planning at Digital shows how top management uses the process for testing, probing, pushing, and provoking strategic thinking about the future. Middle managers find the scenarios helpful for modeling their current businesses.
A new model for reforming the planning review process
Authors: Alexander Marcus , Campbell Andrew , Goold Michael
Published: February 2008

Planning review meetings between business unit managers and corporate managers are notoriously disappointing. The main problem isn't the design of the process or the capability of the participants. Rather, it's the lack of an adequate corporate‐level strategy as context for the reviews.
The planning process and the role of the planner
Authors: Simpson Daniel
Published: February 2008

The planning process is usually an integrated mixture of top‐down issues prepared at the senior levels of the organization, and bottom‐up work that goes on within the operating units. A question for this distinguished panel of CPOs is, “How can companies optimally balance the process?”
CHINA: Five scenarios for managing risks
Authors: Randall Doug , Telesio Piero
Published: February 2008

Investors the world over are jockeying for their share of the giant emerging market in China. But China's explosive political, economic, and social forces could propel it toward some unexpected future—not necessarily one of growth and prosperity. This larger concern—the fundamental risk—puts today's headlines and issues into perspective.
How to redesign your organization to match customer needs
Authors: Toombs Ken , Bailey George
Published: February 2008

A few innovative companies are using sophisticated measurements of customer‐perceived value—such as conjoint analysis—to redesign segments of their organizations.
Planning in a global business
Authors: Simpson Daniel
Published: February 2008

In global businesses there's often a question about what you can plan for on a worldwide basis and what needs to be managed on a local basis. How does a company know it has an equity or an economy of scale that is truly global?
Putting the “Wow” back in strategy and marketing
Authors: Randall Robert M.
Published: February 2008

Tom Peters urges CEOs to keep people and parts of the enterprise continually reinventing themselves, and to keep looking at oddball sources for new technology and at oddball people for fresh ideas. As chief strategists/marketers, they need to keep their organizations in search of “Wow!”
TRIADS: Self‐organizing structures that create value
Authors: Saarel Douglas A.
Published: February 2008

Companies are spending thousands of hours and millions of dollars on “process improvement” and “team building.” But are these techniques the universal answer to creating efficiency and effectiveness? In many cases, there may be a simpler solution.
Expert Innovation Teams: A new way to increase productivity dramatically
Authors: Buggie Frederick D.
Published: February 2008

This methodology takes “thinking outside the box” in a new direction. Expert teams composed of leading thinkers from many disciplines are brought together to suggest creative and innovative solutions to process problems. By going beyond reengineering, their solutions are truly unique.
Competing On Service: Technology and teamwork in supplementary services
Authors: Lovelock Christopher
Published: February 2008

Do your customers experience a seamless delivery of your products and services? Or are they frustrated by thoughtless employees or cumbersome processes? Evaluate your deliveiy of supplementary services using the “Flower of Service” as a guide.
Leading Strategic Change: Innovation. Value. Growth
Authors: Reimann Bernard C.
Published: February 2008

This year's Planning Forum conference had a most timely theme: “Leading Strategic Change.” The focus on leadership and change provided a unifying thrust to the many ways strategists, both scholars and practitioners, have been trying to cope with unprecedented change in their industries and in our world.
The coming electronic commerce (R)evolution
Authors: Segal Robert L.
Published: February 2008

Advances in interactive communication will dramatically alter the structure of distribution. Will end users' direct access to on‐line product and purchasing data eliminate the need for many specialty resellers? Will large distributors become more like public warehouses? What is the long‐term potential of “electronic commerce”?
Getting the most out of scenarios: Some questions and answers
Authors: Schriefer Audrey E.
Published: February 2008

One of the sessions at the 1995 International Conference featured a panel of scenario experts: Bill Ralston, SRI International (SRI), Robert Wilson, Northeast Consulting Resources (NCRI), and Gerald Harris, Global Business Network (GBN). Audrey E. Schriefer, Strategic Management Associates, moderated the session. In the September/October issue of Planning Review, Ms. Schriefer summarized the opening remarks from this session. Here she presents the highlights of the question and answer portion of the discussion.
Corporations: Catalyst for a New World
Authors: Hathorn‐White Vickie
Published: February 2008

There is perhaps no faction as powerful as business in its ability to influence the future of society as a whole. As a result, many companies are rethinking their social responsibility, committing themselves to the resolution of these issues, and creating new visions of what our society can become.
The Chief Executive as Change Agent
Authors: Grant Robert M. , Cibin Renato
Published: February 2008

The major oil companies of 1995 are very different in strategy, structure, and management systems from the “Seven Sisters” that dominated the oil industry during the 1960s and 1970s. In a decade of downsizing, the oil majors have reduced their number of employees by an average of almost 30%, while during that same period, average revenues have increased by 10%.
Strategy & management at Amoco Pipeline Company
Authors: Lemmon David L. , Early Stewart
Published: February 2008

Declining U.S. production volumes, increasing competition on many corridors, and refinery rationalization in the 1980s combined to put profit pressure on nearly all interior liquid pipeline companies. Amoco Pipeline Company (APL), a regulated common carrier transporting crude oil and petroleum products for both Amoco and non‐affiliate customers, responded with a series of programs that included the development of mission, vision, and values statements; organization redesign; investment in team skills and empowerment; the use of gainsharing; and periodic strategic planning studies that focused on capital projects, generic strategies, and projected financial performance.
The World Wide Web
Authors: Felton Sam
Published: February 2008

This article is the first to appear in our new The Net@Work column that will become a regular feature in future issues. Sam Felton uses the Web to search for new ideas and sources of information that might be useful to members of the Strategic Leadership Forum in planning its conferences and publications. At present, he is tracking about 600 thought leaders in the field of strategic leadership, management, and planning. We asked him to share his favorite home pages to inaugurate this new feature.
EVA & MVA as performance measures and signals for strategic change
Authors: Lehn Kenneth , Makhija Anil K.
Published: February 2008

The increasing frequency with which the business environment demands strategic change elevates the role played by performance measures in assessing alternative business strategies. Traditional accounting measures of performance have long been criticized for their inadequacy in guiding strategic decisions. Two alternative measures of business performance, EVA (eco‐nomic value added) and MVA (market value added) have been attracting much attention of late. According to a recent article in Fortune, EVA is employed by a large number of firms, including Coca‐Cola, AT&T, Quaker Oats, Eli Lilly, Georgia Pacific, and Tenneco. Unlike traditional accounting measures of performance, EVA attempts to measure the value that firms create or destroy by subtracting a capital charge from the returns they generate on invested capital. In addition to their use as performance measures, EVA and MVA are recommended by some as metrics for executive compensation plans and the development of corporate strategies.
Strategic planning for rapid profitable growth
Authors: Lorange Peter
Published: February 2008

The strategic planning process has been used and appreciated for many years, and there is a well‐established body of knowledge regarding how this process supports conventional business operations. Little attention, however, has been given in the literature or in practice to what planning activities support business‐creating efforts—the initial stages required for developing new, embryonic businesses. In addition, very little has been said about what specific planning processes would be most appropriate in supporting business activities that have exceptional opportunity for growth, given their positive results in the early experimentation phase. Ideally, innovative business activities, followed by the rapid expansion of successful experiments, will strengthen the core business of the firm. While the classical strategy process can do an adequate job within the context of an established business, different strategic planning processes are required in the early stages of development and rapid expansion. Each of these business contexts requires a strategy process tailored to its unique environment and issues.
New roads to job opportunity: From middle manager to real change leader
Authors: Katzenbach Jon R.
Published: February 2008

Head count reduction, downsizing, and the elimination of middle management jobs—“Is that all there is?” To many middle managers, Peggy Lee's classic ballad rings painfully true today. The good news is that a growing number of folks‐in‐the‐middle are defying that image and making a big difference in the growth and performance of their colleagues and their companies. We call them Real Change Leaders (RCLs), and you can learn a lot from them.
Exploit continuities to grow
Authors: Goldstein Stephen H.
Published: February 2008

Change is the catalyst of growth—it has become an axiom of our age. But why do so many companies struggle so painfully to grow in the face of change? As industry after industry is reshaped by change, some companies thrive while others restructure. New competitors emerge and failing companies are acquired. Indeed, an updated restatement of the axiom should probably be: “Change is inevitable, but growth is optional.”
Seismic forces of global change
Authors: McRae Hamish
Published: February 2008

The purpose of setting out the five forces for change is not to claim that one can foresee every change that mill strike our world. That would be absurd. What me can do is identify certainties and uncertainties.
The limits of global strategy
Authors: Segal‐Horn Susan
Published: February 2008

Since Theodore Levitt's seminal article was published in 1983, globalization has become a dominant theme of international strategy. The popularity of the concept has led to overuse and misuse, so that companies may speak of “global” strategy when they actually mean “international” and are speaking in a general sense of anything connected with doing business outside the domestic market.
Building and Sustaining the Sources of INNOVATION: An interview with Dorothy Leonard
Authors: Leonard Dorothy
Published: February 2008

Why has innovation become such an important part of strategy development? D.L.: I believe there are several reasons. The first is that strategic planning has failed us in the current environment. We've begun to realize how difficult, if not impossible, it is to do strategic planning in the traditional sense. Companies can no longer plan five or ten years out because of the volatility of the environment, and so they have begun to look at their distinctive capabilities as important assets to be mined for new strategic directions. The concept of a firm having distinctive capabilities goes back a long way, but recently it has become more important to identify these capabilities and to build on them for future success.
Collide: When the uneasy fusion of strategy and innovation
Authors: Krinsky Robert , Jenkins Anthony C.
Published: February 2008

The lesser‐known world of corporate creativity had its beginning in 1942, and Alex Osborn (the “O” in the BBDO Advertising Agency) is credited as the founder. Today, driving forces in this world include the Center for Creative Leadership in Greensboro, N.C., the Creative Education Foundation in Buffalo, N.Y., and the European Association for Creativity and Innovation in the Netherlands. Major conferences include the International Conference on Creativity and Innovation, the annual Innovative Thinking Conference, and the Creative Problem Solving Institute. Prominent periodicals include The Journal of Creativity and Innovation Management, published in Manchester, England, and The Journal of Product Innovation Management, published by the PDMA. Pioneers such as Sid Parnes, George Prince, Edward de Bono, Robert Galvin, and Bob Johnston are known and respected within this world. And major universities offer programs and course work in the field: Teresa Amabile at the Harvard Business School is focusing her research on business environments that support high levels of creativity and innovation, and John Kao runs the Managing Innovation executive education program at Stanford University.
Building tomorrow's leaders today
Authors: Williams Ruth L. , Cothrel Joseph P.
Published: February 2008

“If the study revealed any universal truths in leadership development today, it is that the process should be transparent. Only by sharing the ‘rules of the game’ can an organization unleash the leadership potential of its employees.”
Presenting the winner of the 1997 Peter F. Drucker Strategic Leadership Award: Fed Ex's Frederick w. Smith
Authors: Geci John
Published: February 2008

In 1996, the Strategic Leadership Forum inaugurated the Peter F. Drucker Strategic Leadership Award, presenting the first award to Mr. Drucker himself in honor of his life‐time contribution to strategic management and strategic thinking in business and education. At that time, we announced that an annual award would be given to business leaders who have created strategic competitive advantage in their organizations or have reached a level of unprecedented achievement using Peter Drucker's principles. It was with intense pride that the 1997 award was presented to Frederick W. Smith, chief executive officer of the Federal Express Corporation, at SLF's International Conference in Washington, D.C.
New dimensions in strategic leadership
Authors: Hewson Roger
Published: February 2008

The Strategic Leadership Forum's Conference in Washington, D.C. (April 27–30, 1997) was a showcase of advanced leadership insights. More than 30 top management experts told of their most recent experiences and their latest theories about meeting the management challenges of the next decade. There were many real‐life examples of how the old, “control” style of leadership, which grew out of the Industrial Era, is being replaced by the newer leadership styles that match the realities of the Knowledge Era.
An economy turn on its head: Why you must be “knowledge‐based” to compete in today's world (and what that means)
Authors: Davis Stan , Meyer Christopher
Published: February 2008

The business world is all in a lather right now about knowledge. The knowledge of the organization and how to manage it is the talk of the moment. It's the subject of conferences and books too numerous to mention. Newsletters—indeed, whole journals—are being devoted to the subject. Even academic chairs are being funded in its name: witness the Distinguished Professorship in Knowledge recently funded by Xerox at Berkeley. (Its first holder, Ikujiro Nonaka, is jokingly referred to as “Dr. Know.”) Why does it suddenly seem so urgent to attend to something as ancient as knowledge?
The future trends discontinuities, and opportunities
Authors: Schriefer Audrey
Published: February 2008

If an oracle could predict the next forty years with perfect accuracy, what would you do with the information? As the pace of change in the business environment continues to accelerate, confidence in our ability to forecast the future in which we will be operating seems to have gone the way of the fintailed cars and poodle skirts of the '50s.
Setting targets to maximize shareholders value
Authors: McTaggart James , Gillis Scott
Published: February 2008

Setting performance targets and managing to achieve them is fundamental to business success. Targets provide explicit direction to the organization and motivate management to strive for ever higher levels of performance. Jack Welch has described the setting of stretch targets as one of General Electric's three main operating principles, one that “inspires people and captures their imaginations” creating an atmosphere that asks of everyone. “How good can you be?”
Measures that matter: Non‐financial performance
Authors: Low Jonathan , Siesfeld Tony
Published: February 2008

Top management routinely accuses the investment community of being too “short‐term, bottom‐line‐oriented” in its assessments of share value. The difficulty of making strategic investments in such an environment is widely bemoaned. A new study by the Ernst & Young Center for Business Innovation, however, yields a surprising finding: major investors' decisions are in fact significantly influenced by non‐financial performance information. It turns out that over a third of the typical investor's allocation decision is attributable not to the Financials but to other information on performance areas perceived to be leading indicators of future profitability. These include perceptions of a company's strategic vision and the company's ability to execute against it, the credibility of management, the prospects of innovations in the pipeline, the ability to attract talented people, and so on.
Can you align IT with business strategy?
Authors: Bruce Karin
Published: February 2008

Firms today seek sustainable competitive advantage through their ability to provide a dynamic and unique mix of product, pricing, promotion, distribution channel, and technology. Hyper‐competitive markets bring pressure for firms to shorten product lifecycles, rapidly identify and penetrate new market segments, dramatically increase operational efficiencies, and disintermediate supply chains and distribution channels.
Reinventing value: The new business ecosystem
Authors: Kandiah Gajen , Gossain Sanjiv
Published: February 2008

Over the last century, our economy—whether based on agriculture or industry—has been predicated on supply. That is, consumers could choose from only the quantities that manufacturers or growers had produced. As we transition to an information economy, we are experiencing a shift that puts the emphasis on demand. This shift is changing every dynamic in the marketplace.
Leveraging your hardwired intellectual capital
Authors: Miller Marlane
Published: February 2008

“Zinging along genetically hardwired neural pathways are each individual's potential and the potential for the future of every organization”
Measuring success in a changing environment
Authors: Barchan Margareta
Published: February 2008

There is a major change occurring in how business performance is measured, and anyone responsible for managing operations at any level would be wise to take note. While the traditional performance measures—net income, finance receivables, revenue, and the like—will always be around, their value in the day‐to‐day improvement of operations is increasingly limited. Such financial measures are based on money and how money has been spent or earned over a period of time. Their values may help those at the top steer the organization, but they do little to help the individuals throughout the business adjust or prioritize their daily activities.
Introducing a grass‐roots model leadership
Authors: Bergmann Horst , Hurson Kathleen , Russ‐Eft Darlene
Published: February 2008

Many changes that have taken place in the work environment during the last 15 years have brought the challenges and opportunities of leadership dawn from the pedestal of formal management to the individual employee. People with no positional authority seem to have leadership challenges presented to them on an almost daily basis. This article summarizes new research on grass‐roots leadership. The study identified 17 leadership competencies as exhibited by a range of people — managers as well as non‐managers — in a wide variety of organizational roles. These competencies were then matched against a previous model of five leadership strategies. The result is a new definition of leadership, which shows that anyone can be a leader, regardless of tide or position.
Executive leader coaching as a strategic activity
Authors: Smith Lee , Sandstrom Jeannine
Published: February 2008

This article explores the strategic validity of executive leader coaching. The authors offer the definition of executive coaching and the distinguishing factors of this professional industry and present three primary strategic interventions that executive coaches make in upgrading the performance of leaders, executive teams, and the organization as a whole. Included are the strategies of developing leaders, implementing strategic plans, and the attraction, retention, and development of human talent in the organization. The authors quote leaders in the field of coaching as well as business leaders whom they have coached.
Informative Futures: Computer Simulation for Library Management
Authors: Oswitch Pauline A.
Published: February 2008

The megadimensional nature of the complex social systems of the twentieth century, and the increasing levels of interrelatedness, present the individual with a bewildering array of information sources and services.
Managing Library Computers
Authors: Woods R.G. , Phillips C.M.
Published: February 2008

Automation is no longer an option; it is no longer “if” but “when” and “how”. This book has been written for senior librarians who recognise this, for their line managers to whom the detailed work has been delegated, and for the junior staff, library and clerical, who need to know not only how to operate a system, but why it works as it does.
Library Resource Allocation
Authors: Mathew Raju M. , Raju Santhamma
Published: February 2008

Universities are social and economic instruments for investment in man and thereby for the development of human resources at the highest level. This is truer in the case of developing countries where science and technology have not yet extended their beneficial aspects to whole spheres of social life. While preserving culture and heritage, universities are the most powerful institutions for social change and innovation. At the same time, universities and colleges themselves are subject to changes and need to adapt to these.
Conflicting Perceptions of Viewdata and its Benefits
Authors: Hayden Virginia
Published: February 2008

Viewdata was a British invention. The inventor, Sam Fedida, came to work at the Post Office research centre in 1970, on a “viewphone” project. Apart from providing television pictures of the caller and recipient involved in a telephone conversation, the viewphone was also to allow transmission of computer data. Such a piece of equipment would, it was hoped, increase telephone network use during off‐peak periods.
How to Make your Information Work for You
Authors: Collins Judith , Shuter Janet
Published: February 2008

Information is the fourth factor of production. Information enables us to manipulate labour, land and capital to achieve the goals of the enterprise. As industry becomes increasingly information‐intensive so the need for the effective and efficient management of information becomes of growing importance. The manager's job thus increasingly becomes an information‐handling and information‐processing job; like the management of time and money, the management of information is essential to success.
Selection and Recruitment of Library Staff
Authors: Proctor Richard
Published: February 2008

I approach this work in the knowledge that the recruitment and selection of staff is one of the most neglected areas of library management. I have been unable to trace any monograph devoted to the subject published during the past 10 years and few general books on library management spare more than a cursory glance in its direction.
The Role of Consultants in Information Management
Authors: Finer Ruth
Published: February 2008

The author writes from experience, originally as a member of the Aslib Consultancy Service and subsequently as an independent consultant. She explores the expectations of the client and the consultant, qualities desirable in consultants and job satisfactions, and goes on to analyse in detail the consulting process, the pathology of information systems and the role of library consultants as change agents.
3. Stock Selection
Authors: Little Jane
Published: February 2008

The materials (books, records, information materials) we have in our libraries and lend are the basis of our services; they are our response to the needs of our users and communities and, by stocking them, a library service implicitly validates or condones their content or message. Yet far too little attention is paid to the principles and skills of stock selection. It is rarely taught in depth in library school courses; few library authorities have agreed principles or criteria for selection; nor are new librarians taught how to select materials on any agreed basis. It has always been a mystery to me why this should be so, and I now believe that it is a refusal by many librarians to recognise that it is valid to look at the content of books and other materials and to consider their message and what the author (I use the word in its broadest sense) is trying to convey. For of course books and other media do have a message: by the very process of choosing information, expounding views, arranging information in a certain way and so on the author is hoping to convey something to the reader. And it is up to us, as intermediaries in that process, to look at the content of books and other materials as part of our stock selection. In this article I want to look at stock selection as it relates to women. What are materials saying about women, and what are we offering our users? I'll begin by looking at how books are published and how libraries acquire them, and some problems and issues inherent in that process.
4. Feminism and Education for Library and Information Work
Authors: Redfern Margaret
Published: February 2008

Since feminism is a political stance which draws attention to the external factors which limit women's lives we can predict that it may be slow to make an impact in a professional group which accepts the mores of conservatism in both its practice and its educational institutions. Nevertheless, in a professional group which has a professional register of 6,890 women there are likely to be some movements or shifts in attitudes leading to changes in behaviour eventually. Library and information work in common with many other service occupations has relied heavily on a female workforce. It has frozen into many of the organisational patterns designed by and for men that are present in both bureaucratic public service and industrial/commercial work organisations.
The Businessman's “Other” Library
Authors: Carmichael Elaine
Published: February 2008

The Barbican Library is the headquarters of the City of London's lending library service. It includes a music library and a children's library as well as a special section devoted to the fine and performing arts. Anyone who lives, works or studies in the City may apply to be a member. Others who wish to join may do so under the interavailability scheme.
Ethnic Minorities and Public Libraries: Self‐Help and Opportunities for Co‐Operation
Authors: Elliott Pirkko
Published: February 2008

This publication is based on a research thesis which examined self‐help ethnic minority organisations and their activities in order to construct an accurate picture of the library and information needs of their members. It identified the kinds of co‐operation that existed between self‐help ethnic minority organisations and public libraries and other relevant official agencies. A series of models for co‐operation that could take place between public libraries, other relevant agencies and self‐help organisations was constructed.
6. The Library and Information Department's Contribution to MIS (Management Information Systems)
Authors: Vandenhende Jo
Published: February 2008

The constantly growing complexity of society, the growth in size of many organisations, the expanding information demands, the shortage of specialised human skills, these and other factors have increased the interest in a disciplined and analytical approach to the gathering, storage, processing, selection and dissemination of information.
Managing Corporate Community Involvement
Authors: Wesson Will
Published: February 2008

We should never underestimate the role that industry can play in education and the communities in which it operates. I am a firm believer in the importance of the contributions the Costain Group can make, in a variety of ways, across the educational spectrum and also believe that the involvement of employees is crucial. It is not enough, however, for companies simply to say these words. Such beliefs must be followed up with actions — the hard evidence of any written or spoken commitment. It is encouraging to see the extent of our activities across the country, involving a diverse spread of Group business. But it's important to note that these activities are very strongly centred on the work we do and geographical areas in which we operate.