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| Harvard Business Review, June 2008
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 Harvard Business Review, June 2008PDF | English | 9.8 MB
The Secrets to Successful Strategy Execution
Restructuring and establishing proper incentives may improve your company's ability to execute strategy, but not unless you first clarify decision rights and unleash the flow of competitive information up the line and across the organization.
The Next Revolution in Productivity
The frontier of efficiency is no longer "the process" but its component activities. Redesigning those activities so that they can be easily put together and disassembled could transform your entire business into a highly flexible and focused plug-and-play operation.
Design Thinking
When designers are involved from the very beginning of the innovation process, startling new ideas can result -- as a U.S. health care provider, a Japanese bicycle components manufacturer, and a system of Indian eye hospitals learned.
The Contradictions That Drive Toyota's Success
The Toyota Production System may be one of the world's most-vaunted management approaches, but it isn't the only reason for the company's success. A new study reveals that Toyota's culture of contradictions generates innovative ideas and allows the company to pull ahead of competitors -- sometimes incrementally, sometimes radically.
The Multiunit Enterprise
Although the multiunit corporation abounds in many industries, management thinkers have all but ignored this organizational form -- until now.
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Related NewsHarvard Business Review - June 2011Harvard Business Review - June 2010Harvard Business Review, January 2008Harvard Business Review, October 2008Harvard Business Review 2011 |
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Author: tomkien 1 August 2008 Comments (0) |
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