Pub Date : 1999-05-01DOI: 10.1108/EUM0000000006649
T. Kippenberger
Looks at research by the Gartner Group about the year 2000 problem based on 15,000 companies in 87 countries, and stating the largest impact the Y2K problem would have outside the U SA was on the global economy. Employs 6 Figures to aid in explanation of the points discussed. Confirms the widely shared view that the developing world is starting late and many countries have yet to act.
{"title":"What's going on around the world?","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006649","DOIUrl":"https://doi.org/10.1108/EUM0000000006649","url":null,"abstract":"Looks at research by the Gartner Group about the year 2000 problem based on 15,000 companies in 87 countries, and stating the largest impact the Y2K problem would have outside the U SA was on the global economy. Employs 6 Figures to aid in explanation of the points discussed. Confirms the widely shared view that the developing world is starting late and many countries have yet to act.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"30 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1999-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128524205","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1999-05-01DOI: 10.1108/EUM0000000006645
T. Kippenberger
Weighs up embedded systems (devices used to control, monitor or assist the operation of equipment, machinery or plant‐embedded, signifying they are an integral part of that equipment), which may use between 20‐100 chips that could be affected by the millennium bug. Demonstrates, using Figures, embedded systems and IT ‐ different effort profiles and vendor response. Looks at implications and consequences if the embedded system problem is not addressed.
{"title":"Wrestling with embedded systems","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006645","DOIUrl":"https://doi.org/10.1108/EUM0000000006645","url":null,"abstract":"Weighs up embedded systems (devices used to control, monitor or assist the operation of equipment, machinery or plant‐embedded, signifying they are an integral part of that equipment), which may use between 20‐100 chips that could be affected by the millennium bug. Demonstrates, using Figures, embedded systems and IT ‐ different effort profiles and vendor response. Looks at implications and consequences if the embedded system problem is not addressed.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"5 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1999-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132566117","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1999-05-01DOI: 10.1108/EUM0000000006658
T. Kippenberger
Investigates some of the 100s of Websites containing Y2K information ‐ providing a few ideas for checking the relevant sites ‐ there are recently over 2,000 sites through Yahoo!, and 755,128 Web pages through Alta Vista. Guides to aid in checking are included.
{"title":"Surfing around Y2K (Year 2000)","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006658","DOIUrl":"https://doi.org/10.1108/EUM0000000006658","url":null,"abstract":"Investigates some of the 100s of Websites containing Y2K information ‐ providing a few ideas for checking the relevant sites ‐ there are recently over 2,000 sites through Yahoo!, and 755,128 Web pages through Alta Vista. Guides to aid in checking are included.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"61 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1999-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127246213","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1999-05-01DOI: 10.1108/EUM0000000006647
T. Kippenberger
Puts forward that a major part of international trade and supply chains in the face of Y2K is infrastructure, as the rest of the commerce area will not function otherwise. Briefly highlights some of the important risks and issues: energy infrastructure ‐ electricity, nuclear energy, hydroelectricity, coal, gas and oil; water infrastructure; telecoms infrastructure; financial infrastructure; transport infrastructure ‐ air, road and rail, and sea. Concludes that thousands of organizations, in hundreds of infrastructure systems around the world, all have to meet the same deadline which, if not met, will jeopardize economic activity.
{"title":"The tangled web we've woven","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006647","DOIUrl":"https://doi.org/10.1108/EUM0000000006647","url":null,"abstract":"Puts forward that a major part of international trade and supply chains in the face of Y2K is infrastructure, as the rest of the commerce area will not function otherwise. Briefly highlights some of the important risks and issues: energy infrastructure ‐ electricity, nuclear energy, hydroelectricity, coal, gas and oil; water infrastructure; telecoms infrastructure; financial infrastructure; transport infrastructure ‐ air, road and rail, and sea. Concludes that thousands of organizations, in hundreds of infrastructure systems around the world, all have to meet the same deadline which, if not met, will jeopardize economic activity.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"294 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1999-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134265263","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1999-05-01DOI: 10.1108/EUM0000000006644
T. Kippenberger
Catalogues, that, since 1995‐96 Y2K projects methodology has been developed and widely adopted and covers the following stages: awareness; assessment; inventory and analysis; planning and scheduling; renovation or remediation; validation through internal testing; implementation; and final validation through external testing. States that may IT managers avoid admitting there is a problem until it is too late and that the Y2K problem does not allow for late starters in the area.
{"title":"Tackling the problem","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006644","DOIUrl":"https://doi.org/10.1108/EUM0000000006644","url":null,"abstract":"Catalogues, that, since 1995‐96 Y2K projects methodology has been developed and widely adopted and covers the following stages: awareness; assessment; inventory and analysis; planning and scheduling; renovation or remediation; validation through internal testing; implementation; and final validation through external testing. States that may IT managers avoid admitting there is a problem until it is too late and that the Y2K problem does not allow for late starters in the area.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1999-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125178228","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1999-05-01DOI: 10.1108/EUM0000000006657
T. Kippenberger
Looks at chase theory ‐ the unpredictable yet creative behavioural nature of complex systems. States the Y2K bug may provide one of the most valuable insights into the implications of chaos theory in business and management to date. Looks at chaos theory in brief with discovery, choice and action and both negative and positive feedback. Uses 2 Tables to show sources of tension and Stacey's control parameters in relation to Y2K. Concludes complexity theory argues that the future is unknowable and it would be unwise to assume the next 18 months will be business as usual.
{"title":"Is this chaos, at least in theory?","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006657","DOIUrl":"https://doi.org/10.1108/EUM0000000006657","url":null,"abstract":"Looks at chase theory ‐ the unpredictable yet creative behavioural nature of complex systems. States the Y2K bug may provide one of the most valuable insights into the implications of chaos theory in business and management to date. Looks at chaos theory in brief with discovery, choice and action and both negative and positive feedback. Uses 2 Tables to show sources of tension and Stacey's control parameters in relation to Y2K. Concludes complexity theory argues that the future is unknowable and it would be unwise to assume the next 18 months will be business as usual.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"286 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1999-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124553970","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1999-03-01DOI: 10.1108/EUM0000000006629
B. Gould
Discusses organizations and their differing theories, as promoted by managers, but wonders whether they are bewildering to managers who may not know where to start. Posits that there are four potentially different theory categories and these are: inside, outside, individuals, and groups. Uses a Figure to aid in explanation of these four basic aspects of organizations. Concludes there is no such thing as good organization ‐ it is relative ‐ good in one context may also be bad in another.
{"title":"Organizations in pigeonholes","authors":"B. Gould","doi":"10.1108/EUM0000000006629","DOIUrl":"https://doi.org/10.1108/EUM0000000006629","url":null,"abstract":"Discusses organizations and their differing theories, as promoted by managers, but wonders whether they are bewildering to managers who may not know where to start. Posits that there are four potentially different theory categories and these are: inside, outside, individuals, and groups. Uses a Figure to aid in explanation of these four basic aspects of organizations. Concludes there is no such thing as good organization ‐ it is relative ‐ good in one context may also be bad in another.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"25 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1999-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125805891","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1999-03-01DOI: 10.1108/EUM0000000006639
B. Gould
Covers the Micro Compact Car (MCC) a joint venture between German carmaker Mercedes‐Benz and Swiss watchmaker SMH (maker of Swatch and Longine), aimed at the younger adult market. Describes modules, developments, partner co‐operation and production. Chronicles how, in October 1998, the ‘smart’ city coupe went on sale in nine European countries.
{"title":"Smart (MCC's compact car)","authors":"B. Gould","doi":"10.1108/EUM0000000006639","DOIUrl":"https://doi.org/10.1108/EUM0000000006639","url":null,"abstract":"Covers the Micro Compact Car (MCC) a joint venture between German carmaker Mercedes‐Benz and Swiss watchmaker SMH (maker of Swatch and Longine), aimed at the younger adult market. Describes modules, developments, partner co‐operation and production. Chronicles how, in October 1998, the ‘smart’ city coupe went on sale in nine European countries.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"90 3","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1999-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"120983469","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1999-03-01DOI: 10.1108/EUM0000000006637
T. Kippenberger
Investigates the organization of clans ‐ which have, as their basic community, ideals and clanship (ideology going beyond profit). Posits that clan organizations acknowledge their two‐way responsibilities between individuals and communities. Describes DHL International as a key player in upholding the clan characteristics of an organizational structure and discusses the company in depth, with its Far East background and management structure held as a guiding light for communication, consensus and commitment.
{"title":"Organizational culture III: clan organizations for times of upheaval and change (DHL International)","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006637","DOIUrl":"https://doi.org/10.1108/EUM0000000006637","url":null,"abstract":"Investigates the organization of clans ‐ which have, as their basic community, ideals and clanship (ideology going beyond profit). Posits that clan organizations acknowledge their two‐way responsibilities between individuals and communities. Describes DHL International as a key player in upholding the clan characteristics of an organizational structure and discusses the company in depth, with its Far East background and management structure held as a guiding light for communication, consensus and commitment.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1999-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121264358","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1999-03-01DOI: 10.1108/EUM0000000006631
T. Kippenberger
Concludes that the nature of organizations, as in all spheres of activity involving humans, is to have unwritten rules and procedures of the game. Cites a global consumer products company whose three top‐level policies are listed out in full. Spotlights a Figure showing written rules to damaging behaviour. Highlights, in a shaded box, the rules of the game appraisal, with six steps. Concludes unwritten rules cannot and should not be eliminated but do need to be brought back into step with the game's written rules.
{"title":"Organizational culture I: the organization as unwritten rules","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006631","DOIUrl":"https://doi.org/10.1108/EUM0000000006631","url":null,"abstract":"Concludes that the nature of organizations, as in all spheres of activity involving humans, is to have unwritten rules and procedures of the game. Cites a global consumer products company whose three top‐level policies are listed out in full. Spotlights a Figure showing written rules to damaging behaviour. Highlights, in a shaded box, the rules of the game appraisal, with six steps. Concludes unwritten rules cannot and should not be eliminated but do need to be brought back into step with the game's written rules.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1999-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125209348","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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