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The Antidote最新文献

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The gap between rhetoric and reality 修辞和现实之间的差距
Pub Date : 2000-12-01 DOI: 10.1108/EUM0000000006874
T. Kippenberger
Covers change in organizations and highlights three in particular: BT payphones; Citibank; and Hewlett‐Packard, using insets to show level of change, initial response, movement and new situations. Discusses research findings and unveils a variety of factors that affect how change initiatives are received, employing a Figure to aid in explanation of three groups: content; context; and cognition. Concludes, for employees to unlearn old ways, they themselves must take some responsibility for change.
涵盖了组织的变化,并特别强调了三个方面:英国电信付费电话;花旗银行(Citibank);惠普(Hewlett - Packard)使用插图来显示变化程度、初始反应、移动和新情况。讨论研究结果,揭示影响变革倡议如何被接受的各种因素,使用一个图来帮助解释三组:内容;上下文;和认知。结论是,要让员工忘记旧的方式,他们自己必须承担一些改变的责任。
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引用次数: 2
Using time‐paced change to maintain momentum 使用时间节奏的变化来保持势头
Pub Date : 2000-12-01 DOI: 10.1108/EUM0000000006875
T. Kippenberger
Discusses event pacing (companies reacting to various changes) and time pacing (creating new products/services, etc.) and looks at their differences in detail. Identifies three areas in particular where transition management is crucial. Employs two insets, one on specification trade‐offs, the other strategic choices. Believes time pacing helps companies to tread the fine line between over‐and under‐reacting. Concludes time pacing many not be every businesses’ answer — but it cannot be ignored.
讨论事件节奏(公司对各种变化的反应)和时间节奏(创建新产品/服务等),并详细分析它们的差异。确定三个领域,其中产品化管理是至关重要的。采用两个插页,一个是规范权衡,另一个是战略选择。相信时间节奏可以帮助公司在过度反应和反应不足之间把握好界限。结论时间节奏可能不是每个企业的答案——但它不容忽视。
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引用次数: 0
Two contrasting theories of change: Theory E and Theory O 两种截然不同的变化理论:E理论和O理论
Pub Date : 2000-12-01 DOI: 10.1108/EUM0000000006873
T. Kippenberger
Proclaims that the hard approach (referred to here as theory E) is the creation of economic value/high returns to shareholders; and that the soft approach (theory O) sees organizations as having many stakeholders, developing employees and their loyalty. Posits that, for organizations to prosper, eventually, theory E must be joined with theory O. Uses an inset with some arguments about change. Gives an example of Asda trying to combine Theories E and O, although, because Wal‐Mart bought Asda in 1999 for eight times its 1991 value, the Asda case could not be tracked over time.
宣称硬方法(这里称为E理论)是为股东创造经济价值/高回报;软方法(O理论)认为组织有许多利益相关者,发展员工和他们的忠诚度。假设,为了组织的繁荣,最终,理论E必须与理论o结合起来。使用插入一些关于变化的论点。以Asda为例,试图将E理论和O理论结合起来,但由于沃尔玛在1999年以8倍于1991年的价格收购了Asda,因此Asda案例无法长期追踪。
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引用次数: 5
Change that can kill off great, well‐run companies 这种变化可能会扼杀优秀、运营良好的公司
Pub Date : 2000-12-01 DOI: 10.1108/EUM0000000006872
T. Kippenberger
Profiles two types of technological change — sustaining and disruptive. Employs an inset of definitions explaining technology, innovation, sustaining technologies and disruptive technologies. States a lack of understanding about the strategic difference between sustaining and disruptive technologies can result in a crucial failure. Further insets shows Hewlett‐Packard’s laser jet and ink‐jet printers as a prime example of how to cope with disruptive technology, even if it threatens suicide for its original business division. Sums up firms are rarely in a position to have the correct organizational, managerial or cultural response to enable them to cope successfully with changes generated by disruptive technologies.
概述了两种类型的技术变革——持续的和破坏性的。采用一组定义来解释技术、创新、持续技术和颠覆性技术。各国对持续技术和破坏性技术之间的战略差异缺乏了解,可能导致重大失败。进一步的插图显示,惠普的激光打印机和喷墨打印机是如何应对颠覆性技术的一个主要例子,即使它威胁到其原有业务部门的自杀。公司很少有正确的组织、管理或文化反应,使他们能够成功地应对破坏性技术产生的变化。
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引用次数: 5
Change just won’t go away 变化不会消失
Pub Date : 2000-12-01 DOI: 10.1108/EUM0000000006869
T. Kippenberger
Discusses the surge of interest in hi‐tech shares fuelled by dot.com mania. Flags up that most mergers and acquisitions fail to achieve their originally intended benefits — even though this is ignored at times. Looks at Jack Welch, CEO of General Electric (GE) and the way that, in the last 20 years, he has changed one of the world’s largest companies — the value increasing from $14bn to more than $400bn. Concludes GE is now a business built to last.
讨论了在互联网热的推动下对高科技股的兴趣激增。这标志着大多数并购未能实现其最初预期的利益——尽管这一点有时被忽视。看看通用电气(GE)首席执行官杰克•韦尔奇(Jack Welch),以及他在过去20年里改变这家全球最大公司之一的方式——公司价值从140亿美元增加到4000多亿美元。结论是,通用电气现在是一家长盛不衰的企业。
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引用次数: 0
What does it mean to be flexible 灵活是什么意思
Pub Date : 2000-12-01 DOI: 10.1108/EUM0000000006870
T. Kippenberger
Proclaims much depends on managers’ capacity to move to a dynamic form of control that is the antithesis of routine management. States the era of mass production was at its peak in the 1950s and 1960s, which saw jobs become standardized and management tasks more specialized as control and co‐ordination became central for organization. Posits organizations have to be able to innovate and adapt to changing conditions in order to survive.
业绩在很大程度上取决于管理者转向与常规管理相反的动态控制形式的能力。美国的大规模生产时代在20世纪50年代和60年代达到顶峰,随着控制和协调成为组织的核心,工作变得标准化,管理任务变得更加专业化。为了生存,组织必须能够创新和适应不断变化的环境。
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引用次数: 1
Competing through alliances 通过联盟竞争
Pub Date : 2000-11-01 DOI: 10.1108/EUM0000000006862
T. Kippenberger
Reflects on strategic alliances including local/home alliances and global alliances. Suggests there are three factors driving the growth of strategic alliances: globalization; accelerated technical change; and disenchantment with mergers and acquisitions. Uses two Figures for explanation of points and alliances. Concludes research shows that most partnerships achieve the desired objectives — for at least one partner anyway.
反思战略联盟,包括本地/本地联盟和全球联盟。认为有三个因素推动战略联盟的增长:全球化;加速技术变革;对并购不再抱有幻想。使用两个图形来解释点和联盟。结论研究表明,大多数伙伴关系都达到了预期的目标——至少对一方来说是这样。
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引用次数: 1
Remember the USP? (Unique selling proposition) 还记得USP吗?(独特的销售主张)
Pub Date : 2000-11-01 DOI: 10.1108/EUM0000000006861
T. Kippenberger
Discloses that the concept of the unique selling proposition (USP), as defined, means every advertisement has to propose a specific benefit to the consumer, that competition could not or did not offer. Warns it is much more difficult nowadays than 40 years ago to maintain a product difference or benefit. Looks at differentiators — some that don’t work and some that do. Examines the four steps to differentiation stating differentiating ideas must be simple, visible and delivered again and again.
披露了独特销售主张(USP)的概念,正如定义的那样,意味着每个广告都必须向消费者提出竞争不能或没有提供的特定利益。警告说,与40年前相比,现在要保持产品的差异或优势要困难得多。看看微分器,有些不起作用,有些起作用。研究差异化的四个步骤,说明差异化的想法必须是简单的,可见的,并反复传递。
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引用次数: 4
The potential impact of B2B exchanges B2B交易的潜在影响
Pub Date : 2000-11-01 DOI: 10.1108/EUM0000000006868
T. Kippenberger
Investigates the online market and its new vocabulary. Defines what is offered and what the ‘e’ and ‘i’ models are. Suggests there are four basic types of online marketplaces, and these are: exchanges; catalogue hubs; MRO hubs; and yield managers. Looks at other models of online sources and where they might work best. Sums up that online markets are a new phenomenon and their impact on competition is still difficult to judge — but should not be ignored — regulators do not want to stifle new forms of competition.
调查在线市场和它的新词汇。定义提供什么以及“e”和“i”模型是什么。建议有四种基本类型的在线市场,它们是:交易所;目录中心;MRO中心;还有收益经理。看看其他的在线资源模式,以及它们在哪些方面可能最有效。总之,在线市场是一种新现象,它们对竞争的影响仍难以判断——但不应忽视——监管机构不想扼杀新形式的竞争。
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引用次数: 1
Competition isn’t someone else’s job! 竞争不是别人的工作!
Pub Date : 2000-11-01 DOI: 10.1108/EUM0000000006860
T. Kippenberger
Records that most mergers and acquisitions fail to deliver shareholder value and not much attention is paid to more mundane reality matters meaning loss of priority in important matters. States resource‐based views of strategy highlights the fact that competitive advantage lies not in products or services but in resources and intangible capabilities which produce them.
记录显示,大多数并购交易未能为股东带来价值,而且对更平凡的现实问题没有给予太多关注,这意味着在重要问题上失去了优先级。国家以资源为基础的战略观点强调了这样一个事实,即竞争优势不在于产品或服务,而在于生产它们的资源和无形能力。
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引用次数: 1
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The Antidote
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