The Next Wave: Re-engineering for Growth

This is a detailed examination, with a case study, of how “re-engineering for growth” should work now that classic business process re-engineering (B.P.R.) has run its course. The first wave of re-engineering emphasized cost. The next wave focuses on creating value and repositioning companies to capture future opportunities.

The authors cite three basic principles for the post-B.P.R. organizational and operational approaches:
1) Enhance … [ Read more ]

The Peter Principle

In a hierarchy, every employee tends to rise to his level of incompetence. Therefore:
– In time, every post tends to be occupied by an employee who is incompetent to carry out its duties.
– Work is accomplished by those employees who have not yet reached their level of incompetence.

Stan Shih

founder and chairman of the Acer Group

Creative Destruction: Why Companies That Are Built to Last Underperform the Market

Striving for excellence or building to last is one thing. Sustaining superior performance over the long haul is another matter entirely, as longtime McKinsey & Company executives Richard Foster and Sarah Kaplan persuasively point out in Creative Destruction. Based on a concept first advanced some 70 years ago by economist Joseph Alois Schumpeter, Foster and Kaplan propose that corporations can outperform capital markets and maintain … [ Read more ]

B.C. Forbes (1946)

Man was not made for business; business was made for man.

Jean René Fourtou

Head of Rhone-Poulenc, France’s chemical giant; previously C.E.O. of the largest French consulting firm

Peter M. Senge

author of ‘The Fifth Discipline: The Art & Practice of the Learning Organization’

INSEAD Knowledge

Touted as “your portal to today’s most prominent business,” INSEAD Knowledge is a publication of INSEAD business school, which is based in France with campuses in Europe and Asia. INSEAD Knowledge prides itself on its easy-to-use format including simple, intuitive navigation, quick-reading abstracts of working papers and case studies, professors’ insights into a variety of business-related issues, and in-depth examinations of business research. Along the … [ Read more ]

The Performance Management System: Turning Strategies into Results

“Even the best strategies do not implement themselves” is the pithy opening sentence of this article. The authors suggest that many management systems come up short because they focus too narrowly on measurements and results. Measurement is not management, as they put it. Instead, they argue in favor of the Booz-Allen system, Performance Management, that continuously analyzes decision-making and draws on intra-company relationships rather than … [ Read more ]

Strategic alliances uncovered

Article looks at the questions of how and why alliances are formed and the ingredients for their success or failure.

C.K. Prahalad

Harvey C. Fruehauf Professor of Business at the University of Michigan Business School and well-known strategy expert

Jeffrey E. Garten

dean of the Yale School of Management

John Kao

Lecturer at Harvard, academic director of the Managing Innovation program at Stanford University and a visiting professor at the Media Lab at the Massachusetts Institute of Technology.

Arie de Geus

author guru of organizational learning and former employee of the Royal Dutch/Shell Group of Companies

Warren Bennis

During his long and fruitful career, Warren Bennis has been a student, soldier, scholar, university provost, university president, student of leadership and group dynamics and distinguished professor.

Gary Hamel

visiting professor at the London Business School, co-author of “Competing for the Future” with C.K. Prahalad

Chris Argyris

James Bryant Conant Professor Emeritus of Education and Organizational Behavior at Harvard University

W. Brian Arthur

Citibank Professor at the Santa Fe Institute, a private think tank in New Mexico