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Changing the role of top management: beyond strategy to purpose
should be taken to think about how organizations can be improved.
COPELAND,T. E. and MEENAN,J. J. AT and T uses shareholder value as a guide to strategy Planning Review 22 (6), 27-33 (Nov-Dec 1994) AT and T decided to integrate shareholder value management into all levels of its decision-making--from the board room to line management. Substantial changes in organizational behaviour were needed to make value creation integral to the mind-set of the company. Compensation was tied to performance by measuring economic value-added at both the corporate and profit centre levels. At the end of two years, the corporation as a whole was benefiting from a planning process driven by shareholder value management both at the corporate and the business unit level. BOSCHEK, R. Competitive advantage: superior offer or unfair dominance California Management Review 37 (1), 132-151 (Fall 1994) What initially appeared to be merely a periodic upsurge in regulatory interest is in reality a reflection of a global trend towards more comprehensive and stringent competition controls. Governments in most OECD countries are fighting recession by strengthening the forces of competition. A contrast is made between the dominant business, economic and legal perspectives on 'competitive advantage' in terms of four recent competition policy cases. Two areas of questioning are listed--the definition of the market and the restraints to trade. DRUCKER, P. F. The information executives truly need Harvard Business Review 73 (1), 54-62 (Jan-Feb 1995) New sets of tools and concepts are needed to redesign the company. What matters in the marketplace is the economic reality that is the costs of the entire economic process. Who owns what is less important. Information is key--cash flow and liquidity projections, productivity of key resources, and competencies evaluation. Today's company is built round a skeleton of the articulation of the new information-integration system. This will define the business that adds value and crates wealth. Current Awareness
AZZONE, G. and BERTELE,U. Exploiting green strategies for competitive advantage Long Range Planning 27 (6), 69-81 (December 1994) The emphasis on the strategic opportunities of an anticipatory, proactive approach to environmental issues does involve risk. The evolution of environmental expectations is critical but the speed of the change is uncertain. Three main strategies can help: viz, influencing government policy, taking advantage of globalization and developing risk investment in green technologies. Such strategies are complementary and the emphasis will depend on the context at the time. A model has been used to analyze the impact of environmental issues on the EU automotive industry market. An effective environmental strategy can lead to competitive advantage. It also means being flexible enough to select the environmental strategy that meets the relevant driving force. Even if the environment is not used to gain competitive advantage, it must not be ignored. PLANNING IN SPECIFIC MANAGEMENT AREAS--HUMAN RESOURCES
BARTLETT,C. A. and GHOSHAL,S. Changing the role of top management: beyond strategy to purpose Harvard Business Review 72 (6), 79-88 (Nov-Dec 1994) Today, large companies need to think of a framework built on purpose, process and people, rather than strategy, structure and systems. Indeed, successful companies share a surprisingly consistent philosophy. This is based on articulating corporate ambition in a way that captures employees' attention and interest, on getting the organization involved in renewing the ambition, and in building and sustaining commitment. The corporation needs to move from solely an economic entity to being a social institution as well. Purp o s e - i . e , the statement of a company's moral response to its broadly defined responsibilities--is the reason an organization exists. Its communicated definition is the firm's prime duty.
BERTSCH,B. and WILLIAMS,R. How multinational CEOs make change programmes stick Long Range Planning 27 (5), 12-24 (October 1994) The management of change is now permanently on the corporate agenda. A key requirement is the need to
COPELAND,T. E. and MEENAN,J. J. AT and T uses shareholder value as a guide to strategy Planning Review 22 (6), 27-33 (Nov-Dec 1994) AT and T decided to integrate shareholder value management into all levels of its decision-making--from the board room to line management. Substantial changes in organizational behaviour were needed to make value creation integral to the mind-set of the company. Compensation was tied to performance by measuring economic value-added at both the corporate and profit centre levels. At the end of two years, the corporation as a whole was benefiting from a planning process driven by shareholder value management both at the corporate and the business unit level. BOSCHEK, R. Competitive advantage: superior offer or unfair dominance California Management Review 37 (1), 132-151 (Fall 1994) What initially appeared to be merely a periodic upsurge in regulatory interest is in reality a reflection of a global trend towards more comprehensive and stringent competition controls. Governments in most OECD countries are fighting recession by strengthening the forces of competition. A contrast is made between the dominant business, economic and legal perspectives on 'competitive advantage' in terms of four recent competition policy cases. Two areas of questioning are listed--the definition of the market and the restraints to trade. DRUCKER, P. F. The information executives truly need Harvard Business Review 73 (1), 54-62 (Jan-Feb 1995) New sets of tools and concepts are needed to redesign the company. What matters in the marketplace is the economic reality that is the costs of the entire economic process. Who owns what is less important. Information is key--cash flow and liquidity projections, productivity of key resources, and competencies evaluation. Today's company is built round a skeleton of the articulation of the new information-integration system. This will define the business that adds value and crates wealth. Current Awareness
AZZONE, G. and BERTELE,U. Exploiting green strategies for competitive advantage Long Range Planning 27 (6), 69-81 (December 1994) The emphasis on the strategic opportunities of an anticipatory, proactive approach to environmental issues does involve risk. The evolution of environmental expectations is critical but the speed of the change is uncertain. Three main strategies can help: viz, influencing government policy, taking advantage of globalization and developing risk investment in green technologies. Such strategies are complementary and the emphasis will depend on the context at the time. A model has been used to analyze the impact of environmental issues on the EU automotive industry market. An effective environmental strategy can lead to competitive advantage. It also means being flexible enough to select the environmental strategy that meets the relevant driving force. Even if the environment is not used to gain competitive advantage, it must not be ignored. PLANNING IN SPECIFIC MANAGEMENT AREAS--HUMAN RESOURCES
BARTLETT,C. A. and GHOSHAL,S. Changing the role of top management: beyond strategy to purpose Harvard Business Review 72 (6), 79-88 (Nov-Dec 1994) Today, large companies need to think of a framework built on purpose, process and people, rather than strategy, structure and systems. Indeed, successful companies share a surprisingly consistent philosophy. This is based on articulating corporate ambition in a way that captures employees' attention and interest, on getting the organization involved in renewing the ambition, and in building and sustaining commitment. The corporation needs to move from solely an economic entity to being a social institution as well. Purp o s e - i . e , the statement of a company's moral response to its broadly defined responsibilities--is the reason an organization exists. Its communicated definition is the firm's prime duty.
BERTSCH,B. and WILLIAMS,R. How multinational CEOs make change programmes stick Long Range Planning 27 (5), 12-24 (October 1994) The management of change is now permanently on the corporate agenda. A key requirement is the need to