Pub Date : 1999-12-01DOI: 10.1108/EUM0000000006720
T. Kippenberger
Looks at the beginning of the e‐commerce boom and its worldwide growth, which all began after the Soviet Union launched the Sputnik in 1957. Discusses the first electronic mail transfer between machines in July 1970. Gives interesting pointers to how various (now everyday) techniques were employed. Closes by stating the Web, in 1993, accounted for 0.5% of Internet traffic — announcing that the Web and its cohorts had arrived.
{"title":"How did we get to a World Wide Web","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006720","DOIUrl":"https://doi.org/10.1108/EUM0000000006720","url":null,"abstract":"Looks at the beginning of the e‐commerce boom and its worldwide growth, which all began after the Soviet Union launched the Sputnik in 1957. Discusses the first electronic mail transfer between machines in July 1970. Gives interesting pointers to how various (now everyday) techniques were employed. Closes by stating the Web, in 1993, accounted for 0.5% of Internet traffic — announcing that the Web and its cohorts had arrived.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"28 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1999-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126677419","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 : 1999-12-01DOI: 10.1108/EUM0000000006722
T. Kippenberger
States electronic business changes traditional relationships between seller and buyer, shifting markers for competitive advantage. Posits, in e‐business, if the only thing left is how buyer and seller interact then what matters is managing the customer relationship. Uses 3 Figures for explanatory emphasis. Concludes the Internet allows e‐business to bridge the gap between the richness of information and the amount of information and firms need to decide how to organize their channels to market.
{"title":"Putting the customer first","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006722","DOIUrl":"https://doi.org/10.1108/EUM0000000006722","url":null,"abstract":"States electronic business changes traditional relationships between seller and buyer, shifting markers for competitive advantage. Posits, in e‐business, if the only thing left is how buyer and seller interact then what matters is managing the customer relationship. Uses 3 Figures for explanatory emphasis. Concludes the Internet allows e‐business to bridge the gap between the richness of information and the amount of information and firms need to decide how to organize their channels to market.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1999-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129984868","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 : 1999-10-01DOI: 10.1108/EUM0000000006704
T. Kippenberger
Weighs up the word scenario and its use in modern business. Emphasizes that scenario methodologies come into three categories, which are: intuitive logic; trend‐impact analysis; and cross‐impact analysis. States scenarios used in exercise situations depend on the intended use, and budget and that, even so, it is worth persevering to reach best outcomes.
{"title":"Talking about scenarios","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006704","DOIUrl":"https://doi.org/10.1108/EUM0000000006704","url":null,"abstract":"Weighs up the word scenario and its use in modern business. Emphasizes that scenario methodologies come into three categories, which are: intuitive logic; trend‐impact analysis; and cross‐impact analysis. States scenarios used in exercise situations depend on the intended use, and budget and that, even so, it is worth persevering to reach best outcomes.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1999-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125309956","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 : 1999-10-01DOI: 10.1108/EUM0000000006707
T. Kippenberger
Looks at an approach to scenario planning characterized by its future‐oriented attitude, and attributed to Michel Godet — a French strategy specialist. Uses a Figure depicting Godet's scenario method for added emphasis. Depicts Godet's scenario as a description of a future situation and the course of events that allows one to move forward from the original situation to the future situation. Concludes scenario‐building teams should be kept together because frequent changes of personnel have an adverse effect.
{"title":"Creating the future","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006707","DOIUrl":"https://doi.org/10.1108/EUM0000000006707","url":null,"abstract":"Looks at an approach to scenario planning characterized by its future‐oriented attitude, and attributed to Michel Godet — a French strategy specialist. Uses a Figure depicting Godet's scenario method for added emphasis. Depicts Godet's scenario as a description of a future situation and the course of events that allows one to move forward from the original situation to the future situation. Concludes scenario‐building teams should be kept together because frequent changes of personnel have an adverse effect.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1999-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122334951","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 : 1999-10-01DOI: 10.1108/EUM0000000006711
T. Kippenberger
Submits that many organizations adopt, unwittingly, the rationalist approach to strategy formulation. Reckons that scenarios provide business planners with means of bringing together apparently unconnected fragments of information into views of the future. Posits organizations that develop scenarios to test their strategies, by virtue of the iterative nature of the process, constantly revisit strategies. Concludes the process of articulating tacit knowledge is a strong component of organizational learning.
{"title":"Putting scenarios at the heart of strategy","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006711","DOIUrl":"https://doi.org/10.1108/EUM0000000006711","url":null,"abstract":"Submits that many organizations adopt, unwittingly, the rationalist approach to strategy formulation. Reckons that scenarios provide business planners with means of bringing together apparently unconnected fragments of information into views of the future. Posits organizations that develop scenarios to test their strategies, by virtue of the iterative nature of the process, constantly revisit strategies. Concludes the process of articulating tacit knowledge is a strong component of organizational learning.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1999-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131374603","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 : 1999-10-01DOI: 10.1108/EUM0000000006705
T. Kippenberger
Discusses Pierre Wack, the Frenchman credited, along with Ted Newland, as the developer of scenario planning at Royal Dutch/Shell, that then developed and used scenarios to good effect. Looks in depth at some of Wack's scenario concepts showing how many organizations have used scenarios with very different degrees of success. Concludes that many who have tried using scenarios express disappointment at their inability to achieve this goal.
{"title":"A perceptive and persistent pioneer","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006705","DOIUrl":"https://doi.org/10.1108/EUM0000000006705","url":null,"abstract":"Discusses Pierre Wack, the Frenchman credited, along with Ted Newland, as the developer of scenario planning at Royal Dutch/Shell, that then developed and used scenarios to good effect. Looks in depth at some of Wack's scenario concepts showing how many organizations have used scenarios with very different degrees of success. Concludes that many who have tried using scenarios express disappointment at their inability to achieve this goal.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"44 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1999-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127509963","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 : 1999-10-01DOI: 10.1108/EUM0000000006708
T. Kippenberger
Recounts an approach to scenario management with a German viewpoint. States scenarios are a way of helping organizations to reduce the uncertainties inherent in developing the right success potentials in time to retain competitiveness. Stresses that a typical scenario project is a five‐stage process: preparation; field analysis; projection; development; and transfer. Employs 4 Figures to aid in the explanation of the arguments herein. Concludes scenario management is a powerful and practical way of constructing strategies robust enough to withstand a variety of different futures and forcing forward thinking from managers.
{"title":"Using scenarios to develop the right resources and capabilities","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006708","DOIUrl":"https://doi.org/10.1108/EUM0000000006708","url":null,"abstract":"Recounts an approach to scenario management with a German viewpoint. States scenarios are a way of helping organizations to reduce the uncertainties inherent in developing the right success potentials in time to retain competitiveness. Stresses that a typical scenario project is a five‐stage process: preparation; field analysis; projection; development; and transfer. Employs 4 Figures to aid in the explanation of the arguments herein. Concludes scenario management is a powerful and practical way of constructing strategies robust enough to withstand a variety of different futures and forcing forward thinking from managers.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"92 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1999-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131546248","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 : 1999-10-01DOI: 10.1108/EUM0000000006709
T. Kippenberger
States there are there different methodologies for managing alternative futures: intuitive logic; trend‐impact analysis; and cross‐impact analysis. Goes on to give in‐depth examples and explanations of each one of the alternative futures. Concludes many industry associations and some strategy oriented organizations and institutions, produce generic scenarios, but that managers have to recognize scenario processes.
{"title":"Variations on a theme","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006709","DOIUrl":"https://doi.org/10.1108/EUM0000000006709","url":null,"abstract":"States there are there different methodologies for managing alternative futures: intuitive logic; trend‐impact analysis; and cross‐impact analysis. Goes on to give in‐depth examples and explanations of each one of the alternative futures. Concludes many industry associations and some strategy oriented organizations and institutions, produce generic scenarios, but that managers have to recognize scenario processes.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"113 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1999-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122613585","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 : 1999-10-01DOI: 10.1108/EUM0000000006706
T. Kippenberger
Advocates a good scenario as one that captures the dynamics of the situation and communicates the point effectively. Suggests the best way to develop a manageable number of such scenarios is at two‐day off‐site seminars, and those attending should include: senior managers; people operating at the organization's periphery; people with a thorough knowledge of functions and operations; and outsiders useful in provoking discussions. Concludes scenario making is intensely participatory — or it fails.
{"title":"Weaving plots for alternative futures","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006706","DOIUrl":"https://doi.org/10.1108/EUM0000000006706","url":null,"abstract":"Advocates a good scenario as one that captures the dynamics of the situation and communicates the point effectively. Suggests the best way to develop a manageable number of such scenarios is at two‐day off‐site seminars, and those attending should include: senior managers; people operating at the organization's periphery; people with a thorough knowledge of functions and operations; and outsiders useful in provoking discussions. Concludes scenario making is intensely participatory — or it fails.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"134 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1999-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115520937","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 : 1999-10-01DOI: 10.1108/EUM0000000006703
T. Kippenberger
States many organizations are forced to rely on personally held, often idiosyncratic, views regarding the future. Looks at how the founder of Digital Equipment Corporation, Ken Olsen, who wrongly predicted that PCs would never be in individual's homes was proved wrong! Investigates other companies that have also made wrong decisions and discusses them in depth. Uses a Figure to emphasize the relationship between scenario content and managerial response.
{"title":"Thinking about the future","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006703","DOIUrl":"https://doi.org/10.1108/EUM0000000006703","url":null,"abstract":"States many organizations are forced to rely on personally held, often idiosyncratic, views regarding the future. Looks at how the founder of Digital Equipment Corporation, Ken Olsen, who wrongly predicted that PCs would never be in individual's homes was proved wrong! Investigates other companies that have also made wrong decisions and discusses them in depth. Uses a Figure to emphasize the relationship between scenario content and managerial response.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"79 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1999-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129773509","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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