- Email: [email protected]
What business are we really in? The question revisited
A Current Awareness Service for Long Range
Planning
127
GHOSHAL, S. and KIM, S. K. Building Effective Intelligence Systems for Competitive Advantage
robust strategy options to tackle the challenges which lie ahead.
Sloan Management Review, 1, 49-58 (Fall 1986).
BERNSTEIN,P. Capitalism's Elusive Constituency
A h h o u g h many companies have established formal intelligence units, their performance often has failed to meet expectations. It is emphasized that merely creating a business intelligence staff does not guarantee the generation of relevant or timely data, or that the information, even if valuable, will reach the eyes and ears o f decision-makers. Guidance is given on h o w to create an effective business intelligence system.
I~EIMANN,B. C. Personal Computers Empower Strategic Management
Planning Review, 14 (6), 28-34 (November 1986). Organizations are n o w beginning to appreciate the benefits and the risks o f personal computing. Personal computing can have subtle effects on an organization. It can change the way management views its function as well as the outside world. In fact, personal computing technology has a lot to offer to the strategic management o f an organization.
Business Horizons, 29 (6), 2-8 (November-December 1986). Ever since the Golden Age o f Athens, merchants have been regarded as money grubbing and the profit motive viewed as highly suspect. Capitalism is a system in search of a constituency. To find that constituency, capitalism must affirm the social utility o f profit. The system requires an affirmative ethic. COPLIN, W. D. and O'LEARY, M. K. World Political/Business Risk Analysis for 1987
Planning Review, 15 (1), 34-40 (January-February 1987). Eighty-five teams o f analysts chart the ebb and flow of political risk. A m o n g their conclusions are that tension between the United States and the U.S.S.R. will ease slightly. Protectionism by the EEC and the United States will grow incrementally. Crude oil prices will average $16 per barrel and most agricultural and mineral prices will remain weak. A forecast is also made o f regime stability, territorial and maritime disputes.
PLANNING IN SPECIFIC M A N A G E M E N T A R E A S - BOARD
PAWLING, J. D. The Crisis o f Corporate Boards: Accountability vs Misplaced Loyalty Business Quarterly, 51 (2), 71-73 (September 1986). Corporate directors today face a growing crisis of accountability vs loyalty. Directors are becoming harder to attract and retain and it may become increasingly difficult to recruit them. But candidates are available. The motivation is most important.
PLANNING IN SPECIFIC M A N A G E M E N T A R E A S - CORPORATE AFFAIRS
DRAKE, P,.. L. Innovative Structures for Managing Change
Planning Review, 14 (6), 18-22 (November 1986). Organizational change can be successfully achieved only within the context o f the strategy and the organizational elements o f the effectiveness model. Global markets and growing political, social and environmental pressures place organizations in increasingly sensitive and tenuous positions. Leaders and employees should be ready for change. They must encourage inventiveness and flexibility. HENDERSON, H.
The Three Zones o f Transition: A Guide to Riding the Tiger o f Change
Futures Research Quarterly, 2 (1), 19-37 (Spring 1986). Industrial societies are undergoing massive structural changes. Three distinct zones o f this unprecedented transition can be mapped to help decision-makers. Attention needs to move from modelling content to modelling the wider context of these events and the overall processes involved. To do this, new conceptual tools will be required in order to interpret events and 'ride the tiger o f change'. LESOURNE,J.
The Immigration Issue
Futures, 18 (6), 738-747 (December 1986). The historical development o f migration is outlined. T w o extreme scenarios are used as a basis o f a discussion on possible future economic, religious and cultural effects o f continued migration. Some suggestions are made on h o w to develop
PLANNING IN SPECIFIC M A N A G E M E N T A R E A S - R&D
CRAWFORD, C. M. Evaluating New Products: A System, Not an Act
Business Horizons, 29 (6), 48-55 (November-December 1986). Myths about the new product evaluation process are exploded. There is a ease for an evaluation system which evolves as the product evolves. A hypothetical evaluation system that can be adapted to a specific new product programme is presented. There are no sacred cows. The act o f marketing is just one more step in the evaluation process and firms must be prepared to adapt if need be.
PLANNING IN SPECIFIC M A N A G E M E N T A R E A S - MANUFACTURING
DALE, B. G. and LEES,J. Quality Circles: From Introduction to Integration
Long Range Planning, 20 (1), 78-83 (February 1987). In order to understand the issues involved in the successful development of quality circles, four manufacturing companies, which have been using them for at least 4 years, were studied. The reasons for introducing quality circles were reviewed and a look taken at operating problems faced and the changes which occurred. The success o f these programmes is due to hard work, good communication, co-operation and c o m m o n sense. PLANNING IN SPECIFIC C O M P A N I E S A N D SITUATIONS--TELECOMMUNICATIONS McGowAN, W. G.
What Business Are We Really In? The Question Revisited
Sloan Management Review, 1, 59-62 (Fall 1986). The chairman o f the nation's second largest telecommunications firm takes a new look at Theodore Levitt's famous question and reports that it is still o f vital i m p o r t a n c e . . , but that it must be expanded. He offers some variants: 'What other business do we need to master in order to succeed?' and ' W h o a r e - - o r will b e - - o u r competitors?' M c G o w a n draws on his entrepreneurial background to refine Harvard Professor Levitt's classic formulation.
Planning
127
GHOSHAL, S. and KIM, S. K. Building Effective Intelligence Systems for Competitive Advantage
robust strategy options to tackle the challenges which lie ahead.
Sloan Management Review, 1, 49-58 (Fall 1986).
BERNSTEIN,P. Capitalism's Elusive Constituency
A h h o u g h many companies have established formal intelligence units, their performance often has failed to meet expectations. It is emphasized that merely creating a business intelligence staff does not guarantee the generation of relevant or timely data, or that the information, even if valuable, will reach the eyes and ears o f decision-makers. Guidance is given on h o w to create an effective business intelligence system.
I~EIMANN,B. C. Personal Computers Empower Strategic Management
Planning Review, 14 (6), 28-34 (November 1986). Organizations are n o w beginning to appreciate the benefits and the risks o f personal computing. Personal computing can have subtle effects on an organization. It can change the way management views its function as well as the outside world. In fact, personal computing technology has a lot to offer to the strategic management o f an organization.
Business Horizons, 29 (6), 2-8 (November-December 1986). Ever since the Golden Age o f Athens, merchants have been regarded as money grubbing and the profit motive viewed as highly suspect. Capitalism is a system in search of a constituency. To find that constituency, capitalism must affirm the social utility o f profit. The system requires an affirmative ethic. COPLIN, W. D. and O'LEARY, M. K. World Political/Business Risk Analysis for 1987
Planning Review, 15 (1), 34-40 (January-February 1987). Eighty-five teams o f analysts chart the ebb and flow of political risk. A m o n g their conclusions are that tension between the United States and the U.S.S.R. will ease slightly. Protectionism by the EEC and the United States will grow incrementally. Crude oil prices will average $16 per barrel and most agricultural and mineral prices will remain weak. A forecast is also made o f regime stability, territorial and maritime disputes.
PLANNING IN SPECIFIC M A N A G E M E N T A R E A S - BOARD
PAWLING, J. D. The Crisis o f Corporate Boards: Accountability vs Misplaced Loyalty Business Quarterly, 51 (2), 71-73 (September 1986). Corporate directors today face a growing crisis of accountability vs loyalty. Directors are becoming harder to attract and retain and it may become increasingly difficult to recruit them. But candidates are available. The motivation is most important.
PLANNING IN SPECIFIC M A N A G E M E N T A R E A S - CORPORATE AFFAIRS
DRAKE, P,.. L. Innovative Structures for Managing Change
Planning Review, 14 (6), 18-22 (November 1986). Organizational change can be successfully achieved only within the context o f the strategy and the organizational elements o f the effectiveness model. Global markets and growing political, social and environmental pressures place organizations in increasingly sensitive and tenuous positions. Leaders and employees should be ready for change. They must encourage inventiveness and flexibility. HENDERSON, H.
The Three Zones o f Transition: A Guide to Riding the Tiger o f Change
Futures Research Quarterly, 2 (1), 19-37 (Spring 1986). Industrial societies are undergoing massive structural changes. Three distinct zones o f this unprecedented transition can be mapped to help decision-makers. Attention needs to move from modelling content to modelling the wider context of these events and the overall processes involved. To do this, new conceptual tools will be required in order to interpret events and 'ride the tiger o f change'. LESOURNE,J.
The Immigration Issue
Futures, 18 (6), 738-747 (December 1986). The historical development o f migration is outlined. T w o extreme scenarios are used as a basis o f a discussion on possible future economic, religious and cultural effects o f continued migration. Some suggestions are made on h o w to develop
PLANNING IN SPECIFIC M A N A G E M E N T A R E A S - R&D
CRAWFORD, C. M. Evaluating New Products: A System, Not an Act
Business Horizons, 29 (6), 48-55 (November-December 1986). Myths about the new product evaluation process are exploded. There is a ease for an evaluation system which evolves as the product evolves. A hypothetical evaluation system that can be adapted to a specific new product programme is presented. There are no sacred cows. The act o f marketing is just one more step in the evaluation process and firms must be prepared to adapt if need be.
PLANNING IN SPECIFIC M A N A G E M E N T A R E A S - MANUFACTURING
DALE, B. G. and LEES,J. Quality Circles: From Introduction to Integration
Long Range Planning, 20 (1), 78-83 (February 1987). In order to understand the issues involved in the successful development of quality circles, four manufacturing companies, which have been using them for at least 4 years, were studied. The reasons for introducing quality circles were reviewed and a look taken at operating problems faced and the changes which occurred. The success o f these programmes is due to hard work, good communication, co-operation and c o m m o n sense. PLANNING IN SPECIFIC C O M P A N I E S A N D SITUATIONS--TELECOMMUNICATIONS McGowAN, W. G.
What Business Are We Really In? The Question Revisited
Sloan Management Review, 1, 59-62 (Fall 1986). The chairman o f the nation's second largest telecommunications firm takes a new look at Theodore Levitt's famous question and reports that it is still o f vital i m p o r t a n c e . . , but that it must be expanded. He offers some variants: 'What other business do we need to master in order to succeed?' and ' W h o a r e - - o r will b e - - o u r competitors?' M c G o w a n draws on his entrepreneurial background to refine Harvard Professor Levitt's classic formulation.