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Achieving improvements in economic transitions: the Australian experience
should spend less on fighting regulations and more on finding real solutions. The way in which an industry reacts to environmental problems can indicate its overall competitiveness. Successful environmentalists, regulatory agencies and companies reject old trade-offs and build on the underlying economic logic.
PLANNING IN SPECIFIC COMPANIES AND SITUATIONS--RUSSIA V.YA. VOLKOVand Yu.M. GLADKOV Reconflgurable combined forecasts in a nonstationary inflationary environment Journal of Forecasting 14 (4), 395-403 (July 1995) A composite method is presented for non-stationary economic forecasts, incorporating reconfigurable exponential trend extraction and linear combinations of parabolic and spectral estimators for short-term prediction. The method automatically identifies the points of time-series misalignment induced by sharp environmental changes. An application to the problem of hard currency exchange rate prediction in Russia is given. J.F. VEIGA, J.N. YANOUZASand A.K. BUCHHOLTZ Emerging cultural values among Russian managers: what will tomorrow bring? Business Horizons 38 (4), 20-27 (July-Aug 1995) The change toward a market economy that is overtaking Russia should still be treated with care by Western companies interested in joint ventures with Russian firms. Managers need to be aware of the generational gap. Many Russian market-oriented managers are under 40. They are willing to take at times greater risks than their Western counterparts would accept. Younger managers may no longer regard the one man boss so reverentially--perhaps there is some disdain for authority.
J.R. LOWRY A partnering approach to mass merchandizing in Russia Business Horizons 38 (4), 28-31 (July-Aug 1995) Joint ventures and leased departments form the backbone of Russia's potential mass merchandizing industry. Consumers prefer to purchase well-made brand name foreign products. Retailing is in fact devoid of mass merchandisers handling goods that appeal to the broad middle class. Russians know their country's laws; foreign retailers know how to merchandise. Together they have the ability to produce a mass merchandizing industry that can considerably improve the level of living for Russian consumers.
A. BAYER Hugging the bear
Journal of Business Strategy 16 (9), 42-49 (July/Aug 1995) When c o m m u n i s m collapsed, some multinationals tried to include Russia in their global strategic plan. Some were successful, others are not satisfied with the results they have achieved. Business opportunities, however, should not be underestimated. Returns on investment can be considerable. While the authorities in Moscow may be hostile and obstructionist, authorities in the regions have started to realise that foreign investment means more jobs and tax revenues.
PLANNING IN SPECIFIC COMPANIES AND SITUATIONS--PUBLIC SECTOR M. KAUL and P. COLLINS Governments in transition: towards a new public administration Public Administration and Development 13 (3), 199-206 (August 1995) Commonwealth countries, faced with an increasingly competitive global environment, are undertaking various reforms in government administration. Governments have to demonstrate a clear vision of the future, based on values that are widely shared in society. Structures will need adjusting to serve the requirements of current public policy. Individual governments can be successful in facilitating and managing partnerships with private sector and nongovernment organizations. Human resources need to be managed and developed more effectively. A consumer and performance orientation is essential. The 'new' public administration will have to respect diversity as well as to build on strengths. J.S. DAWKINS Achieving improvements in economic transitions: the Australian experience Public Administration and Development 13 (3), 237-244 (August 1995) Change is not optimal for governments in today's world. One of Australia's first priorities was public sector reform. This was the key to unlock the barriers to economic and social progress. The starting point was the central decision-making process, the Cabinet system. A number of government departments were amalgamated. Unnecessary central control has been removed and managers have been made accountable. Senior staff were made managers and left to manage. Financial management has been reformed, introducing the so-called 'efficiency dividend' and user pay principles. Government business enterprises Long Range Planning Vol. 28
December 1995
have been structurally reshaped. But these reforms are only the beginning.
R. MOTTRAM Improving public services in the United Kingdom Public Administration and Development 13 (3), 311-318 (August 1995) The UK government has been subjecting all its activities to searching scrutiny by addressing a series of questions such as 'does the job need to be done at all'. The market testing option gives existing staff the chance to compete and deliver the service in innovative ways. A White Paper on the Civil Service looks to a further improvement in quality of service and in efficiency. Deregulation, performance management, equal opportunities, management development have all been reviewed. The emphasis has been on clear vision and objectives, clear and simple priorities and evolution rather than revolution.
M. LONGLEYand M. WARNER Future health scenariosmstrategic issues for the British health service Long Range Planning 28 (4), 22-32 (August 1995) The fundamental dilemma facing all industrialized countries is that demand for healthcare always outstrips supply. The National Health Service (NHS) is under pressure all the time as the result of changing factors. There are m a n y determinants in shaping the future. To see what these trends could mean, the Welsh Health Planning Forum worked with four contrasting pilot sites. Scientific and technological breakthroughs are likely in all areas and their cost efficiency and cost benefit will need to be evaluated. Managers will need to ensure that staff with appropriate skills are substituted for those with inappropriate skills. The pressures of budgetary constraint and patient demand wilt enforce the more systematic evaluation of effectiveness. No plans for health and social services in the next century will survive without the local support of the general public.
GENERALG.R. SULLIVAN Leading strategic change in America's army: the way forward Planning Review 23 (5), 16-19 (Sept/Oct 1995) The magnitude of the task facing the US A r m y - - t o transform one of the largest American institutions to an organization a third of the size--has been enormous. It had to articulate and disseminate a new vision, actively to foster innovation, to control the pace of change and constantly to emphasize values. The organizational, relational, technological and procedural moulds had to be broken. The task is not yet complete but a fragile balance has been achieved. Current Awareness
PLANNING IN SPECIFIC COMPANIES AND SITUATIONS--MULTINATIONAL COMPANIES J.C. EDMUNDS The multinational as an engine of value Business Horizons 38 (4), 5-9 (July-Aug 1995) It is time for multinational corporations (MNCs) to pay attention to their role of creating value through financial markets. As the modern MNC transforms itself into an ever smaller core with more activities pushed towards the periphery, it becomes a neural net of commercial intelligence which can wield financial clout. MNCs can gain the biggest advantage from their distinctive competencies by acting as catalysts. They should not own assets or have employees unless they are critical to maintaining a dominant position. L.T. WELLS and E.S. GLEASON IS foreign infrastructure investment still risky? Harvard Business Review 73 (5), 44-55 (Sept/Oct 1995) Developing countries are once again courting investors. Billions of dollars are being committed to equity and debt for a range of infrastructural projects. It is important to minimize the risks. Investors should be cautious in new types of projects and avoid capacity problems. Local and international partners should be sought. Regulation will come and a system that is already in place is probably safer than the uncertainty of some future agency. Appropriation risk can be reduced but no investor can expect security or that the returns will always justify the risks. R. Moss KANTER Thriving locally in the global economy Harvard Business Review 73 (5), 151-160 (Sept/Oct 1995) In the future, success will come to companies that can meet global standards and tap into global networks. Sweeping changes are forcing businesses to reach beyond traditional boundaries. At the same time, communities are having to find ways to enhance their local vitality. To avoid a clash between global economic interests and local political interests, businesses must know how to be responsible to the needs of the communities in which they operate even as they globalize. Community leaders should strive to enhance their links with the global economy. Business leaders must understand how strong local communities can help them become more globally competitive. L.M. ALBERTHAL,JR Keeping the lead in an ever-changing global landscape Planning Review 23 (5), 13-15 (Sept/Oct 1995) World trade has nearly tripled in the last 20 years. It is essential to build strong international relationships
PLANNING IN SPECIFIC COMPANIES AND SITUATIONS--RUSSIA V.YA. VOLKOVand Yu.M. GLADKOV Reconflgurable combined forecasts in a nonstationary inflationary environment Journal of Forecasting 14 (4), 395-403 (July 1995) A composite method is presented for non-stationary economic forecasts, incorporating reconfigurable exponential trend extraction and linear combinations of parabolic and spectral estimators for short-term prediction. The method automatically identifies the points of time-series misalignment induced by sharp environmental changes. An application to the problem of hard currency exchange rate prediction in Russia is given. J.F. VEIGA, J.N. YANOUZASand A.K. BUCHHOLTZ Emerging cultural values among Russian managers: what will tomorrow bring? Business Horizons 38 (4), 20-27 (July-Aug 1995) The change toward a market economy that is overtaking Russia should still be treated with care by Western companies interested in joint ventures with Russian firms. Managers need to be aware of the generational gap. Many Russian market-oriented managers are under 40. They are willing to take at times greater risks than their Western counterparts would accept. Younger managers may no longer regard the one man boss so reverentially--perhaps there is some disdain for authority.
J.R. LOWRY A partnering approach to mass merchandizing in Russia Business Horizons 38 (4), 28-31 (July-Aug 1995) Joint ventures and leased departments form the backbone of Russia's potential mass merchandizing industry. Consumers prefer to purchase well-made brand name foreign products. Retailing is in fact devoid of mass merchandisers handling goods that appeal to the broad middle class. Russians know their country's laws; foreign retailers know how to merchandise. Together they have the ability to produce a mass merchandizing industry that can considerably improve the level of living for Russian consumers.
A. BAYER Hugging the bear
Journal of Business Strategy 16 (9), 42-49 (July/Aug 1995) When c o m m u n i s m collapsed, some multinationals tried to include Russia in their global strategic plan. Some were successful, others are not satisfied with the results they have achieved. Business opportunities, however, should not be underestimated. Returns on investment can be considerable. While the authorities in Moscow may be hostile and obstructionist, authorities in the regions have started to realise that foreign investment means more jobs and tax revenues.
PLANNING IN SPECIFIC COMPANIES AND SITUATIONS--PUBLIC SECTOR M. KAUL and P. COLLINS Governments in transition: towards a new public administration Public Administration and Development 13 (3), 199-206 (August 1995) Commonwealth countries, faced with an increasingly competitive global environment, are undertaking various reforms in government administration. Governments have to demonstrate a clear vision of the future, based on values that are widely shared in society. Structures will need adjusting to serve the requirements of current public policy. Individual governments can be successful in facilitating and managing partnerships with private sector and nongovernment organizations. Human resources need to be managed and developed more effectively. A consumer and performance orientation is essential. The 'new' public administration will have to respect diversity as well as to build on strengths. J.S. DAWKINS Achieving improvements in economic transitions: the Australian experience Public Administration and Development 13 (3), 237-244 (August 1995) Change is not optimal for governments in today's world. One of Australia's first priorities was public sector reform. This was the key to unlock the barriers to economic and social progress. The starting point was the central decision-making process, the Cabinet system. A number of government departments were amalgamated. Unnecessary central control has been removed and managers have been made accountable. Senior staff were made managers and left to manage. Financial management has been reformed, introducing the so-called 'efficiency dividend' and user pay principles. Government business enterprises Long Range Planning Vol. 28
December 1995
have been structurally reshaped. But these reforms are only the beginning.
R. MOTTRAM Improving public services in the United Kingdom Public Administration and Development 13 (3), 311-318 (August 1995) The UK government has been subjecting all its activities to searching scrutiny by addressing a series of questions such as 'does the job need to be done at all'. The market testing option gives existing staff the chance to compete and deliver the service in innovative ways. A White Paper on the Civil Service looks to a further improvement in quality of service and in efficiency. Deregulation, performance management, equal opportunities, management development have all been reviewed. The emphasis has been on clear vision and objectives, clear and simple priorities and evolution rather than revolution.
M. LONGLEYand M. WARNER Future health scenariosmstrategic issues for the British health service Long Range Planning 28 (4), 22-32 (August 1995) The fundamental dilemma facing all industrialized countries is that demand for healthcare always outstrips supply. The National Health Service (NHS) is under pressure all the time as the result of changing factors. There are m a n y determinants in shaping the future. To see what these trends could mean, the Welsh Health Planning Forum worked with four contrasting pilot sites. Scientific and technological breakthroughs are likely in all areas and their cost efficiency and cost benefit will need to be evaluated. Managers will need to ensure that staff with appropriate skills are substituted for those with inappropriate skills. The pressures of budgetary constraint and patient demand wilt enforce the more systematic evaluation of effectiveness. No plans for health and social services in the next century will survive without the local support of the general public.
GENERALG.R. SULLIVAN Leading strategic change in America's army: the way forward Planning Review 23 (5), 16-19 (Sept/Oct 1995) The magnitude of the task facing the US A r m y - - t o transform one of the largest American institutions to an organization a third of the size--has been enormous. It had to articulate and disseminate a new vision, actively to foster innovation, to control the pace of change and constantly to emphasize values. The organizational, relational, technological and procedural moulds had to be broken. The task is not yet complete but a fragile balance has been achieved. Current Awareness
PLANNING IN SPECIFIC COMPANIES AND SITUATIONS--MULTINATIONAL COMPANIES J.C. EDMUNDS The multinational as an engine of value Business Horizons 38 (4), 5-9 (July-Aug 1995) It is time for multinational corporations (MNCs) to pay attention to their role of creating value through financial markets. As the modern MNC transforms itself into an ever smaller core with more activities pushed towards the periphery, it becomes a neural net of commercial intelligence which can wield financial clout. MNCs can gain the biggest advantage from their distinctive competencies by acting as catalysts. They should not own assets or have employees unless they are critical to maintaining a dominant position. L.T. WELLS and E.S. GLEASON IS foreign infrastructure investment still risky? Harvard Business Review 73 (5), 44-55 (Sept/Oct 1995) Developing countries are once again courting investors. Billions of dollars are being committed to equity and debt for a range of infrastructural projects. It is important to minimize the risks. Investors should be cautious in new types of projects and avoid capacity problems. Local and international partners should be sought. Regulation will come and a system that is already in place is probably safer than the uncertainty of some future agency. Appropriation risk can be reduced but no investor can expect security or that the returns will always justify the risks. R. Moss KANTER Thriving locally in the global economy Harvard Business Review 73 (5), 151-160 (Sept/Oct 1995) In the future, success will come to companies that can meet global standards and tap into global networks. Sweeping changes are forcing businesses to reach beyond traditional boundaries. At the same time, communities are having to find ways to enhance their local vitality. To avoid a clash between global economic interests and local political interests, businesses must know how to be responsible to the needs of the communities in which they operate even as they globalize. Community leaders should strive to enhance their links with the global economy. Business leaders must understand how strong local communities can help them become more globally competitive. L.M. ALBERTHAL,JR Keeping the lead in an ever-changing global landscape Planning Review 23 (5), 13-15 (Sept/Oct 1995) World trade has nearly tripled in the last 20 years. It is essential to build strong international relationships