Competing in Constellations: The Case of Fuji Xerox

The relationship between Xerox and Fuji Xerox, its joint venture in Japan, is the centerpiece of this commentary on how alliances among companies are forging new units of economic power known as “constellations.” Internal rivalry can put constellations at a disadvantage against single-company rivals, and the ability to manage the balance of competition and cooperation is critical to success.

Process Re-engineering at GTE: Milestones on a Journey Not Yet Completed

In this inside look at a process re-engineering program, Charles R. Lee, the chairman and C.E.O. of the GTE Corporation, describes the radical changes being made at the company’s Telephone Operations unit in anticipation of open competition in the telecommunications industry. In an accompanying piece, re-engineering guru Michael Hammer provides his expert view on GTE’s progress.

Using Networking for Competitive Advantage: The Lippo Group of Indonesia and Hong Kong

Mochtar Riady, the son of immigrant shopkeepers, got his start in banking in 1960. Now he heads a global financial powerhouse with $11 billion in assets. The secret? Putting everything into allegiances and alliances to gain a foothold on the world stage.

Partnering for Results: A Case Study of Re-engineering, the Corning Way

How do you institute real change while preserving a company’s culture? Corning Incorporated did it by starting at the top and by creating a partnership to transform itself through a comprehensive reassessment of its existing costs and hopes for growth.

How Novell Manages its Reseller Channel

How does a company turn its reseller channel into a source of competitive advantage? It requires balancing the objectives of its resellers with its own.