Pub Date : 2005-12-01DOI: 10.1108/08944310510557125
Joey Tamer
Presents a detailed overview of the challenges of creating new ventures within established corporations, and offers success strategies for overcoming these challenges. The author outlines her experience from more than 25 years of consulting to new ventures, independent of and within corporate structures, including many within Fortune 500 companies. Several case studies of successful and unsuccessful ventures are described, including successful ventures that were later closed down by the corporation. Tamer offers explanations for the outcome of each venture. Findings include strategies to ensure the success of a new venture within a corporation: defining capital strategies (including start‐up and exit strategies that create profitable new divisions, and/or create spin‐off companies that bring a return on investment to the corporation); aligning the new venture with corporate goals; maintaining corporate commitment to the new venture; engaging outside experts; and creating strategic alliances inside and outside of the corporation. The strategies presented will help corporations build successful in‐house ventures which can extend the corporation’s market reach, leverage existing assets for increased profitability, or create new companies with a high return on investment. Top management, corporate strategic planners, and heads of newly‐formed divisions will find a blueprint for avoiding classic errors, anticipating obstacles to success, and applying strategies that create profitable new corporate ventures.
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Pub Date : 2005-12-01DOI: 10.1108/08944310510558106
Bill Evans
The purpose of this paper is to propose a model for delivering greater customer value through the clear shaping, enhancing, and living of core values. The approach is to construct a model that explains the approach; illustrate it with a number of useful ideas, likely snags, and real examples. True customer value comes from a series of ordered events and related concepts that management must apply with rigor all the time. The paper shows how different pieces of a complex puzzle fit together into a lucid model. Value is to middle and upper management who are experiencing frustration at getting their message across and talented, overlooked employees who feel they don’t have a voice.
{"title":"Best way to improve your performance: improve how you impart core values","authors":"Bill Evans","doi":"10.1108/08944310510558106","DOIUrl":"https://doi.org/10.1108/08944310510558106","url":null,"abstract":"The purpose of this paper is to propose a model for delivering greater customer value through the clear shaping, enhancing, and living of core values. The approach is to construct a model that explains the approach; illustrate it with a number of useful ideas, likely snags, and real examples. True customer value comes from a series of ordered events and related concepts that management must apply with rigor all the time. The paper shows how different pieces of a complex puzzle fit together into a lucid model. Value is to middle and upper management who are experiencing frustration at getting their message across and talented, overlooked employees who feel they don’t have a voice.","PeriodicalId":349465,"journal":{"name":"Handbook of Business Strategy","volume":"38 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114151882","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 : 2005-12-01DOI: 10.1108/08944310510557819
Vin D’Amico
This paper provides a clear and simple means of evaluating and managing a portfolio of information technology projects. The ultimate goal being a major reduction in the failure rate for such projects. The phrase “alignment of business and technology goals” (or some variation thereof) is widely used. But, how do you go about “aligning” such intangibles? And, what does “alignment” mean when it comes to information technology projects? Most companies struggle with these questions. The real problem is that they are dealing with the issues on an individual project basis when they should be evaluating all projects as a portfolio. For example, financial investors diversify. There is not a single investment that provides complete risk and reward diversification. Likewise, attempting to manage individual projects to meet corporate goals is futile. Manage the project portfolio instead. Many companies have used Project Portfolio Management successfully. While their results vary, there have been clear, definable gains from using one or more of the approaches discussed in this article. Failure rates for information technology projects are much too high. The survival of information technology as a strategic corporate service depends on better management of IT project portfolios. Too much is written about theories of management or concepts for dealing with failure. This paper is different. It is focused on practical ideas and metrics that any corporation can put to immediate use.
{"title":"Manage your IT projects like an investment portfolio","authors":"Vin D’Amico","doi":"10.1108/08944310510557819","DOIUrl":"https://doi.org/10.1108/08944310510557819","url":null,"abstract":"This paper provides a clear and simple means of evaluating and managing a portfolio of information technology projects. The ultimate goal being a major reduction in the failure rate for such projects. The phrase “alignment of business and technology goals” (or some variation thereof) is widely used. But, how do you go about “aligning” such intangibles? And, what does “alignment” mean when it comes to information technology projects? Most companies struggle with these questions. The real problem is that they are dealing with the issues on an individual project basis when they should be evaluating all projects as a portfolio. For example, financial investors diversify. There is not a single investment that provides complete risk and reward diversification. Likewise, attempting to manage individual projects to meet corporate goals is futile. Manage the project portfolio instead. Many companies have used Project Portfolio Management successfully. While their results vary, there have been clear, definable gains from using one or more of the approaches discussed in this article. Failure rates for information technology projects are much too high. The survival of information technology as a strategic corporate service depends on better management of IT project portfolios. Too much is written about theories of management or concepts for dealing with failure. This paper is different. It is focused on practical ideas and metrics that any corporation can put to immediate use.","PeriodicalId":349465,"journal":{"name":"Handbook of Business Strategy","volume":"640 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121984047","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 : 2005-12-01DOI: 10.1108/08944310510557440
H. Rubenstein
The purpose of this paper is to shed light on two key developments in the field of leadership that are significantly impacting organizations today. These two new developments are transforming businesses and non‐profit organizations alike. These new developments are: the creation of a new category of leadership called “leaders of leaders,” and the reemergence of the leadership tool called, “the platform,” as the cornerstone of organizations. The first finding of this article is that the “real” job description for a “leader of leaders” is very different from the job description of a “leader of followers.” This article explains that difference. Leaders of followers generally view their job as high level “problem solvers.” “Leaders of leaders” have a completely different job. They have the job of creating new, robust and enduring platforms that provide the organization a unique identity, can mold and direct large scale behavior within an organization and can address successfully large classes of problems. Most importantly, when a leader of leaders creates a platform, the leader must also create a feedback system so the platform can be improved on a continuous basis by input from those who are “on the ground” implementing the platform. The value of this article is that you can take the findings and immediately begin to implement some of the changes suggested in this article in your organization. You can transform your leaders into “leaders of leaders” and you can begin to create one or more “platforms” to improve your operations and organizational results.
{"title":"The platform‐driven organization","authors":"H. Rubenstein","doi":"10.1108/08944310510557440","DOIUrl":"https://doi.org/10.1108/08944310510557440","url":null,"abstract":"The purpose of this paper is to shed light on two key developments in the field of leadership that are significantly impacting organizations today. These two new developments are transforming businesses and non‐profit organizations alike. These new developments are: the creation of a new category of leadership called “leaders of leaders,” and the reemergence of the leadership tool called, “the platform,” as the cornerstone of organizations. The first finding of this article is that the “real” job description for a “leader of leaders” is very different from the job description of a “leader of followers.” This article explains that difference. Leaders of followers generally view their job as high level “problem solvers.” “Leaders of leaders” have a completely different job. They have the job of creating new, robust and enduring platforms that provide the organization a unique identity, can mold and direct large scale behavior within an organization and can address successfully large classes of problems. Most importantly, when a leader of leaders creates a platform, the leader must also create a feedback system so the platform can be improved on a continuous basis by input from those who are “on the ground” implementing the platform. The value of this article is that you can take the findings and immediately begin to implement some of the changes suggested in this article in your organization. You can transform your leaders into “leaders of leaders” and you can begin to create one or more “platforms” to improve your operations and organizational results.","PeriodicalId":349465,"journal":{"name":"Handbook of Business Strategy","volume":"85 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124650478","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 : 2005-12-01DOI: 10.1108/08944310510557143
L. Edvinsson, Peder Hofman‐Bang, K. Jacobsen
The purpose with the paper is to bring forward the opportunities we face by realizing that future economics lie in knowledge and intangibles. We want to communicate this as a giant business potential, as capital in waiting by introducing some tools and cases. Two concrete leadership tools are presented and discussed (IC Rating and Balanced Scorecard‐like approaches) and cases from different places around the globe are introduced. These methods and conclusions will support any organization wishing to take part in the intellectual capital evolution. The countries, societies, businesses and individuals grasping the opportunity of exploit their intellectual capital in waiting will be the winners of tomorrow. Their skills will be shown in new cultivated leadership, new company navigation tools for strategic mapping and measurement, transparent reporting of intangibles as well as new approaches to risk assessment. The longitude perspective of Leif Edvinsson is for the first time combined with the extensive research made within the EU project, PRISM, as well as with two of the most popular practical applications of intangible measurements, IC Rating and the BSC. In addition, the IC Rating and BSC are intertwined, introducing a completely new approach for organizational development, Sei‐Cho.
{"title":"Intellectual capital in waiting – a strategic IC challenge","authors":"L. Edvinsson, Peder Hofman‐Bang, K. Jacobsen","doi":"10.1108/08944310510557143","DOIUrl":"https://doi.org/10.1108/08944310510557143","url":null,"abstract":"The purpose with the paper is to bring forward the opportunities we face by realizing that future economics lie in knowledge and intangibles. We want to communicate this as a giant business potential, as capital in waiting by introducing some tools and cases. Two concrete leadership tools are presented and discussed (IC Rating and Balanced Scorecard‐like approaches) and cases from different places around the globe are introduced. These methods and conclusions will support any organization wishing to take part in the intellectual capital evolution. The countries, societies, businesses and individuals grasping the opportunity of exploit their intellectual capital in waiting will be the winners of tomorrow. Their skills will be shown in new cultivated leadership, new company navigation tools for strategic mapping and measurement, transparent reporting of intangibles as well as new approaches to risk assessment. The longitude perspective of Leif Edvinsson is for the first time combined with the extensive research made within the EU project, PRISM, as well as with two of the most popular practical applications of intangible measurements, IC Rating and the BSC. In addition, the IC Rating and BSC are intertwined, introducing a completely new approach for organizational development, Sei‐Cho.","PeriodicalId":349465,"journal":{"name":"Handbook of Business Strategy","volume":"44 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"117303090","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 : 2005-12-01DOI: 10.1108/08944310510556919
Franc Milburn
Over the next 10 to 15 years, the international system (and corporations) will have to adjust to changing power relationships in key regions. These have the potential to provide discontinuities greater in impact than the end of the Cold War. Numerous crises have already surprised economists, ratings agencies, governments and strategic planners alike. Use of scenario analysis is particularly useful in circumstances where it is necessary to take a long‐term view of strategy, and where there is a high level of uncertainty about external influences. One of the principal problems however, is that not enough attention is paid to potential political risk discontinuities with the organization deprived of critical intelligence about the external environment. Building in the flexibility to strategic thinking to understand the possibilities and risks offered by a range of futures is the key to success, if the modern corporate is to be in the best possible state of preparedness for the years ahead. A China case study demonstrates that opposite scenarios for the future are equally plausible, while the history of hegemonic predictions is deeply flawed. Part of the problem being that decision making, whether in the State or strategy department may not be “rational.” The Saudi Arabia case study offers scenarios with global implications. There is no crystal ball that enables analysts to predict future aspects of international relations with certainty, but the aim of scenario analysis is not to be occasionally right about the future, as never to be wrong.
{"title":"Use of scenarios in strategic and political risk analyses","authors":"Franc Milburn","doi":"10.1108/08944310510556919","DOIUrl":"https://doi.org/10.1108/08944310510556919","url":null,"abstract":"Over the next 10 to 15 years, the international system (and corporations) will have to adjust to changing power relationships in key regions. These have the potential to provide discontinuities greater in impact than the end of the Cold War. Numerous crises have already surprised economists, ratings agencies, governments and strategic planners alike. Use of scenario analysis is particularly useful in circumstances where it is necessary to take a long‐term view of strategy, and where there is a high level of uncertainty about external influences. One of the principal problems however, is that not enough attention is paid to potential political risk discontinuities with the organization deprived of critical intelligence about the external environment. Building in the flexibility to strategic thinking to understand the possibilities and risks offered by a range of futures is the key to success, if the modern corporate is to be in the best possible state of preparedness for the years ahead. A China case study demonstrates that opposite scenarios for the future are equally plausible, while the history of hegemonic predictions is deeply flawed. Part of the problem being that decision making, whether in the State or strategy department may not be “rational.” The Saudi Arabia case study offers scenarios with global implications. There is no crystal ball that enables analysts to predict future aspects of international relations with certainty, but the aim of scenario analysis is not to be occasionally right about the future, as never to be wrong.","PeriodicalId":349465,"journal":{"name":"Handbook of Business Strategy","volume":"36 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133805018","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 : 2005-12-01DOI: 10.1108/08944310510557873
W. Halal
The purpose of this article is to help managers and scholars understand the state‐of‐the‐art in knowledge management (KM) and how it is likely to develop further. The paper draws on many examples and original research to outline a conceptual framework describing the evolution of KM. KM is presently limited because the nature of knowledge makes it difficult to actually “manage.” Instead, the field is moving toward an organic form of management focusing on three main concepts: “e‐organizations” that automatically integrate all information and knowledge, “self‐organizing systems” composed of small entrepreneurial units that draw out creative knowledge from the bottom up, and “corporate communities” that use stakeholder knowledge to improve strategy. Managers should develop these organic organizational forms because they encourage the natural creation and flow of knowledge more effectively.
{"title":"Knowledge management: how to foster creation and flow","authors":"W. Halal","doi":"10.1108/08944310510557873","DOIUrl":"https://doi.org/10.1108/08944310510557873","url":null,"abstract":"The purpose of this article is to help managers and scholars understand the state‐of‐the‐art in knowledge management (KM) and how it is likely to develop further. The paper draws on many examples and original research to outline a conceptual framework describing the evolution of KM. KM is presently limited because the nature of knowledge makes it difficult to actually “manage.” Instead, the field is moving toward an organic form of management focusing on three main concepts: “e‐organizations” that automatically integrate all information and knowledge, “self‐organizing systems” composed of small entrepreneurial units that draw out creative knowledge from the bottom up, and “corporate communities” that use stakeholder knowledge to improve strategy. Managers should develop these organic organizational forms because they encourage the natural creation and flow of knowledge more effectively.","PeriodicalId":349465,"journal":{"name":"Handbook of Business Strategy","volume":"88 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125028661","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 : 2005-12-01DOI: 10.1108/08944310510557107
Doug Ferguson
Partnering in recent years has emerged as an increasingly critical competitive competency for any firm that aims to drive sustainable growth through innovation. In fact, it may not be an overstatement to assert that the success of innovative companies hinges on the quality and longevity of their collaborative relationships. This article talks about how successful companies find partners to help turn them into winning companies.
{"title":"Partnering for innovation and growth","authors":"Doug Ferguson","doi":"10.1108/08944310510557107","DOIUrl":"https://doi.org/10.1108/08944310510557107","url":null,"abstract":"Partnering in recent years has emerged as an increasingly critical competitive competency for any firm that aims to drive sustainable growth through innovation. In fact, it may not be an overstatement to assert that the success of innovative companies hinges on the quality and longevity of their collaborative relationships. This article talks about how successful companies find partners to help turn them into winning companies.","PeriodicalId":349465,"journal":{"name":"Handbook of Business Strategy","volume":"65 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127235603","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 : 2005-12-01DOI: 10.1108/08944310510557855
D. A. Vogel, J. Connelly
The purpose of this article is to examine why US companies outsource software development offshore and to present the factors to be considered to determine if the benefits of offshore outsourcing outweigh the drawbacks. Is offshoring worth it in terms of cost savings and quality? What are the risks associated with offshoring software development, and how can you hedge against such risks? What types of software should be considered for offshoring? How can you recognize the danger signs of offshore work going awry? Are there alternatives to outsourcing software development offshore, or are there alternative ways to offshore? Offshore outsourcing of software development may not be worth the risk in all cases. However, in the cases that it is worth moving offshore, this paper makes suggestions about how to help ensure success. This article presents advantages, disadvantages, risks and alternatives to offshore outsourcing of software development. Also, it provides alternatives for offshore outsourcing that will be useful for any company or individual considering offshore outsourcing.
{"title":"Best practices for dealing with offshore software development","authors":"D. A. Vogel, J. Connelly","doi":"10.1108/08944310510557855","DOIUrl":"https://doi.org/10.1108/08944310510557855","url":null,"abstract":"The purpose of this article is to examine why US companies outsource software development offshore and to present the factors to be considered to determine if the benefits of offshore outsourcing outweigh the drawbacks. Is offshoring worth it in terms of cost savings and quality? What are the risks associated with offshoring software development, and how can you hedge against such risks? What types of software should be considered for offshoring? How can you recognize the danger signs of offshore work going awry? Are there alternatives to outsourcing software development offshore, or are there alternative ways to offshore? Offshore outsourcing of software development may not be worth the risk in all cases. However, in the cases that it is worth moving offshore, this paper makes suggestions about how to help ensure success. This article presents advantages, disadvantages, risks and alternatives to offshore outsourcing of software development. Also, it provides alternatives for offshore outsourcing that will be useful for any company or individual considering offshore outsourcing.","PeriodicalId":349465,"journal":{"name":"Handbook of Business Strategy","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125640663","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 : 2005-12-01DOI: 10.1108/08944310510557828
A. Carneiro
This article intends to contribute to a better understanding of the role that technologies may play within the fields of organizational operations, namely the formulation of competitive strategies. The aim of these considerations is to adopt an adequate and critical perspective of the relationships among different technologies and strategic efforts in order to recognize that information technologies are needed to obtain higher levels of understanding competitors’ movements and to enhance organizations’ performance. Moreover, by considering that information technologies are related extensively with strategic decisions, it attempts to provide useful insights on knowledge management and technologies effectiveness. Continued research relating information technology and technological networks to organizations’ performance is needed to explain management efficiency’s levels.
{"title":"How technologies support winning strategies and productivity","authors":"A. Carneiro","doi":"10.1108/08944310510557828","DOIUrl":"https://doi.org/10.1108/08944310510557828","url":null,"abstract":"This article intends to contribute to a better understanding of the role that technologies may play within the fields of organizational operations, namely the formulation of competitive strategies. The aim of these considerations is to adopt an adequate and critical perspective of the relationships among different technologies and strategic efforts in order to recognize that information technologies are needed to obtain higher levels of understanding competitors’ movements and to enhance organizations’ performance. Moreover, by considering that information technologies are related extensively with strategic decisions, it attempts to provide useful insights on knowledge management and technologies effectiveness. Continued research relating information technology and technological networks to organizations’ performance is needed to explain management efficiency’s levels.","PeriodicalId":349465,"journal":{"name":"Handbook of Business Strategy","volume":"5 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132570178","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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