Continuous Organisational Transformation

How do you oil the wheels to make change continuous? The key is managing interdependencies that allow a required level of flex. One of the facilitating factors is understanding what it is that contributes to those flows of information; what is it that maintains that business process and the integrity of that business process? And if we look at the input to output to value … [ Read more ]

Target Setting

Setting targets is one of the most important actions we take in management, but how often do we take the time to get this right and do we understand the consequences of getting our targets wrong? In this article we will outline the results of a two year research project sponsored by CIMA into target setting in practice and a ten step process to help … [ Read more ]

Six Steps to Improving your Planning and Budgeting System

This paper explains how companies try to use the budgeting system to integrate everything, but that the different needs are incompatible, leading to companies having problems with their planning and budgeting systems. It goes on to suggest a series of actions to improve the planning and budgeting process.

Paying for Performance?

An old article discussing some of the complicated issues involved with pay and performance. UK-centric but addresses some universally relevant points.

Mergers and Acquisitions: Dealing with a Culture Clash

Culture is a broad, woolly concept, which often means different things to different people. And, unsurprisingly, culture clashes have been used to describe all sorts of organizational conflicts that occur following an acquisition. Therefore we launched a study to understand which specific types of cultural compatibility impact the subsequent performance of a cross-border acquisition. Six dimensions of cultural difference were identified and investigated. The six … [ Read more ]

Margaret Wheatley

We can”t be creative if we refuse to be confused

A Strategic Approach to CRM

CRM is a management approach that seeks to create, develop and enhance relationships with carefully targeted customers. CRM should be viewed as a strategic set of activities that commences with a detailed review of an organisation`s strategy and concludes with an improvement in shareholder value. The notion that competitive advantage stems from the creation of value for the customer and for the company is key … [ Read more ]

Thinking and Acting as a Great Programme Manager

Program management is now the preferred vehicle for bringing about major organizational and strategic change in many sectors. Unfortunately, former project managers entrusted with major programs are frequently not up to the task.

Cost of Measuring

The proliferation of performance measures and performance measurement systems is well documented and this has raised the question of just how much does it cost companies to measure and analyze such vast quantities of data.

Chaos, Complexity and Organisational Life

Can ‘Complexity Theory’ explain why strategies and change programs seldom deliver the results that were intended? Does it mean that we should leave everything to chance and abandon any attempts to shape our organizations for the future? In this article Dr Jean Boulton and Dr Peter Allen, from Cranfield’s Complex Systems Management Centre, explain how this ‘new science’ can be used by managers to rethink … [ Read more ]

Channel Combining for Wealth

Despite the abiding beliefs of the dot.com era in the eventual evolution of all markets towards frictionless price competition, only a small minority of uschoose to regularly purchase the least complex products via the web. Here, Dr Hugh Wilson examines the challenges facing organisations in defi ning and building the most appropriate channels to access a widely disparate and retail-savvy consumer environment.

The Customer Holds the Key to Great Products

Many new products fail – far too many. Failures occur regularly in both the manufacturing and service sectors. By failure we mean that these new products both fail to excite customers and fail to reach the sales and market-share goals set by the companies that develop them.

In the 1980s and 1990s, major advances in new product development (NPD) were achieved through the use of StageGate … [ Read more ]