Drawing on a wealth of stable values, strategic history and shared mindsets, the company’s leaders have created a strong but flexible performance anatomy that allows the organization to build on past successes and adapt to future challenges.
Content: Case Study | Authors: Ana Dutra, Jane C. Linder, Robert J. Thomas | Source: Outlook Journal (Accenture) | Subjects: Management, Organizational Behavior | Industry: Transportation | Company: UPS
A long list of constraints stands in the way of the kind of successful innovation necessary for high performance. Attempting to micromanage away the problem isn’t the solution, however. Instead, company leaders must actively choose a philosophy of innovation that helps everyone in the organization understand how to get beyond the obstacles to success.
Content: Article | Authors: Anita M. Thompson, Jane C. Linder, John F. Engel, Paul F. Nunes | Source: Outlook Journal (Accenture) | Subject: Innovation
Most companies and government agencies have an organization chart. The vast majority of these charts feature a traditional tree-like structure, and executives will readily admit that the chart does not reveal “how things really work around here.” While they may still rely on their organizational chart for navigation-finding their way around the organization to get work done-most would say the charts are incomplete or totally … [ Read more ]
Content: Article | Author: Jane C. Linder | Source: Accenture | Subject: Organizational Behavior
An organization’s ability to learn, grow and refresh itself is critical to high performance. Fostering and managing continuous renewal are most effective at the project and initiative levels. Here are five contrarian principles for making it happen.
Content: Article | Author: Jane C. Linder | Source: Outlook Journal (Accenture) | Subject: Management
The real options approach can help company leaders make much better decisions than they would if they employed the traditional DCF method alone. But in practice, even the use of these two techniques together does not give enough visibility to issues that should be paramount for executives who have to decide about funding innovative projects. In addition, these evaluation tools do not indicate how initiatives … [ Read more ]
Content: Article | Author: Jane C. Linder | Source: Accenture | Subject: Finance
For years, companies have outsourced service functions like IT and facilities management with an eye toward streamlining overall corporate efficiency. But a new model — transformational outsourcing — can make big changes happen quickly throughout the organization by outsourcing not just support areas but core business functions. Based on a major Accenture study, Outsourcing for Radical Change offers a refreshingly candid look at amazing successes … [ Read more ]
Content: Book | Author: Jane C. Linder | Subjects: IT / Technology / E-Business, Operations
Why do so many executives feel their stomachs knot at the thought of turning over a vital business function to an outsider? Because they fear losing control. But a solid, collaborative business process outsourcing relationship can actually give you more control-and boost performance in the bargain.
Content: Article | Author: Jane C. Linder | Source: Outlook Journal (Accenture) | Subjects: Best Practices, Outsourcing / BPO
Entrepreneurs come in two flavors-near-term and future-oriented. They mix like oil and water, but companies need both to sustain innovation and execute brilliantly. This piece talks about how to strike the right balance.
Content: Article | Author: Jane C. Linder | Source: Accenture | Subjects: Entrepreneurship, Organizational Behavior
Metrics and Incentives are an important component of outsourcing relationships, but as executives use outsourcing more strategically, these become more critical than ever.
In this research study, we found that each type of outsourcing relationship calls for different metrics and incentives to some extent. More importantly, executives also use the same metrics and incentives in different ways to shape the outsourcing relationship they need. Tapping new … [ Read more ]
Content: Article | Authors: Alice Hartley, Jane C. Linder, Joseph Sawyer | Source: Accenture | Subjects: Best Practices, Outsourcing / BPO
Responding to market changes with the wrong business model can be fatal. But it happens all the time. Here are 10 traps to avoid.
Editor’s Note: this article was written when the term “New Economy” was still in vogue. Ignoring that fact, there is some good general analysis and advice in this article.
Content: Article | Authors: Jane C. Linder, Susan Cantrell | Source: Outlook Journal (Accenture) | Subjects: Management, Strategy
Companies are increasingly looking to external sources to ramp up their levels of innovation in new products and services, but most lack a strategy for innovation sourcing. Research by the Accenture Institute for Strategic Change pinpoints how leading companies have been successful in creating a diverse set of innovation “channels” and managing an entire innovation-sourcing network to drive profitable growth through innovation.
Content: Article | Authors: Jane C. Linder, Sirkka L. Jarvenpaa, Tom Davenport | Source: Accenture | Subjects: Innovation, Strategy
Despite widespread optimism among their leaders, many companies were unable to turn the last recession to their advantage. What separated the winners from the losers? Research by the Accenture Institute for Strategic Change found that innovative perspectives on existing knowledge, tools and relationships drove sustained post-recession competitive advantage. Read about what actions the winners took to strengthen their positions.
Content: Article | Authors: Brian McCarthy, Jane C. Linder | Source: Outlook Journal (Accenture) | Subjects: Best Practices, Strategy