- Email: [email protected]
A new methodology for business process auditing
of corporate ownership and control. They are adaptable to a m u c h wider universe of businesses than had been thought. Debt and equity are alternative approaches to governance and, though ownership by an LBO firm may be transitory, the improvements can endure. Over time, LBOs will establish a record of operating successes. Substantial rewards wait for the pioneers who perfect the form and demonstrate its capabilities. PEEL, M. J. The Impact of Corporate Restructuring: Mergers, Divestments and MBOs Long Range Planning 28 (3), 92-101 (April 1995) The 1980s were marked by the number of strategic restructuring options including MBOs, buy-ins, spinoffs, sell-offs, mergers and acquisitions, and divestments. The motivation may be explained by the theory that managers pursue M and As w h e n the investment appears to offer a positive net present value. The most prominent restructuring activity has been the MBO phenomenon. A significant proportion of MBOs appear to start with the receivership of a parent company. There seems in fact to be a link between the various strategic restructuring options. A strong relationship in the annual variations is a p p a r e n t b e t w e e n the number of MBO and divestment transactions. These conclusions underline the importance of monitoring and reacting to change in the external environment. MBOs appear to prolong the business's life cycles and hence prevent redundancies. PLANNING IN SPECIFIC MANAGEMENT AREAS--PRODUCTION
HOUSEL, T. and KANEVSKY,V. A New Methodology for Business Process Auditing Planning Review 23 (3), 31-36 (May/June 1995) A practical methodology has been designed that will allow any company to estimate which reengineering projects have the most potential to add value. The innovation could provide businesses with the first reliable means of predicting or auditing the return on investment in individual component processes of reengineering projects. It provides feedback on value production as well as cost, right down to the individual worker's Performance. PLANNING IN SPECIFIC MANAGEMENT AREAS--MARKETING O'BRIEN, L. and JONES, C. Do Rewards Really Create Loyalty? Harvard Business Review 73 (3), 75-82 (May/June 1995) All customers are not created equal. The full potential of value sharing through rewards is realized only
Current Awareness
w h e n customers become sustainably loyal. Rewards programmes do not exist in a vacuum; they must dovetail with strategy and capabilities. Senior managers must agree that loyalty pays. The organization must be focused on the goals and measures that will develop a loyal customer base. TOPFER, A. New ProductsmCutting the Time to Market Long Range Planning 28 (2), 61-78 (April 1995) In order to be successful in technology marketing, the correlation between market development and technology development needs to be recognized more rapidly. Technology marketing is key to success. What is necessary is the orientation of all the company's activities toward selling, the market, and customer needs. Studies have shown that detailed analyses and definitions of customer requirements are key factors for success. In the future, only those companies will be successful which create a comprehensive technology marketing function. Such companies will have a real competitive advantage. VANDERMERWE, S. The Process of Market-driven Transformation Long Range Planning 28 (2), 79-91 (April 1995) All companies at some stage undergo radical change. The need is to recognize w h e n this is necessary. There is no golden set of rules. A first task is to learn to forget. There are three identifiable stages in any market-driven transformation process. Each impacts the next. It must be remembered that resistance is a natural part of the change process. A major element of the challenge to the company is to manage people and projects operating at different speeds successfully and to manage diversity. Last but not least is the ability to accept and tolerate ambiguity.
PLANNING IN SPECIFIC COMPANIES AND SITUATIONS--AUSTRALIA
ADAMS, P. D., DIXON, P. B., MCDONALD, D., MEAGHER, G. A. and PARMENTER,B. R. Forecasts for the Australian Economy Using the MONASH Model International Journal of Forecasting 10 (4), 557571 (December 1995) A description is given of the annual forecasts for the period 1990-91 to 1996-97 made with a new CGE model of the Australian economy called MONASH. MONASH has enough dynamic to enable it to track p h e n o m e n a at the micro level. In addition, it produces forecasts which can be interpreted fully in terms of the model's theory, data and the assumptions underlying the exogenous input.
HOUSEL, T. and KANEVSKY,V. A New Methodology for Business Process Auditing Planning Review 23 (3), 31-36 (May/June 1995) A practical methodology has been designed that will allow any company to estimate which reengineering projects have the most potential to add value. The innovation could provide businesses with the first reliable means of predicting or auditing the return on investment in individual component processes of reengineering projects. It provides feedback on value production as well as cost, right down to the individual worker's Performance. PLANNING IN SPECIFIC MANAGEMENT AREAS--MARKETING O'BRIEN, L. and JONES, C. Do Rewards Really Create Loyalty? Harvard Business Review 73 (3), 75-82 (May/June 1995) All customers are not created equal. The full potential of value sharing through rewards is realized only
Current Awareness
w h e n customers become sustainably loyal. Rewards programmes do not exist in a vacuum; they must dovetail with strategy and capabilities. Senior managers must agree that loyalty pays. The organization must be focused on the goals and measures that will develop a loyal customer base. TOPFER, A. New ProductsmCutting the Time to Market Long Range Planning 28 (2), 61-78 (April 1995) In order to be successful in technology marketing, the correlation between market development and technology development needs to be recognized more rapidly. Technology marketing is key to success. What is necessary is the orientation of all the company's activities toward selling, the market, and customer needs. Studies have shown that detailed analyses and definitions of customer requirements are key factors for success. In the future, only those companies will be successful which create a comprehensive technology marketing function. Such companies will have a real competitive advantage. VANDERMERWE, S. The Process of Market-driven Transformation Long Range Planning 28 (2), 79-91 (April 1995) All companies at some stage undergo radical change. The need is to recognize w h e n this is necessary. There is no golden set of rules. A first task is to learn to forget. There are three identifiable stages in any market-driven transformation process. Each impacts the next. It must be remembered that resistance is a natural part of the change process. A major element of the challenge to the company is to manage people and projects operating at different speeds successfully and to manage diversity. Last but not least is the ability to accept and tolerate ambiguity.
PLANNING IN SPECIFIC COMPANIES AND SITUATIONS--AUSTRALIA
ADAMS, P. D., DIXON, P. B., MCDONALD, D., MEAGHER, G. A. and PARMENTER,B. R. Forecasts for the Australian Economy Using the MONASH Model International Journal of Forecasting 10 (4), 557571 (December 1995) A description is given of the annual forecasts for the period 1990-91 to 1996-97 made with a new CGE model of the Australian economy called MONASH. MONASH has enough dynamic to enable it to track p h e n o m e n a at the micro level. In addition, it produces forecasts which can be interpreted fully in terms of the model's theory, data and the assumptions underlying the exogenous input.