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Minimalist Manufacturing: Doing More, Better, with Less

Consider the 21st century factory. The product, whatever it is, is flawless, "zero defect" in today's manufacturing parlance. Material process flows are uninterrupted. Minuscule inventories, managed in an automated manner, buffer process stages.

Risk Management: The Path to Excellence

For executives who manage risk, ensuring that appropriate standards and practices are maintained and refreshed throughout far–flung, diverse operations has never been easy. In the early 1990s, it got a lot tougher. External pressures and requirements for more detailed, documented risk management...

Viewpoint The CEO Balancing Act: Prospering in the New...

Today, we live and work in a global economy in which companies routinely cross national boundaries to compete for markets and customers; a highly flexible economy in which companies take themselves apart and put themselves back together in new configurations; a virtual economy in which companies...

Shifting Paradigms, New Challenges: Technology and...

In 1995 Arthur D. Little sponsored two Best–of–the–Best colloquia on technology and innovation management, one in North America and one in Europe. The companies nominated and selected by their peers as "Best of the Best" in the field represent a wide range of industries and face very different...

Managing Innovation: From Serendipity to Process

There are many ways to increase company value. In their recent book Competing for the Future, Hamel and Prahallad equate the challenge to that of jacking up the value of a fraction. The numerator of the fraction represents the company's revenues and profits. The denominator reflects its investment...

Simplification and Complexity: The Best of the Best in...

For many companies, price is now a given – i.e., for the level of service, product features, and quality they provide, price is not a characteristic on which they can differentiate themselves from their competitors. Rather, it is the base point from which they start to build the value equation.

Parenting Advantage: The Key to Corporate-Level Strategy

While business–level strategy has improved dramatically over the past two decades, business–level strategy alone cannot meet the strategic needs of large, multi–business companies. Such companies need strategies for each of their businesses, and they also need something else: a corporate–level...

Manufacturing Management: The Work Force of the Future

In the year 2005, manufacturing will cease to exist as a world apart from product conception, design, delivery, and disposal. Manufacturing – the people, the systems, and the knowledge base – will be fully integrated into a seamless process of value creation. Accordingly, manufacturing workers will...

Preserve the Core/Stimulate Progress: The Yin and Yang of...

This article presents the central underlying dynamic of "preserve the core/stimulate progress" that enables enduring companies to adapt to and prosper in a changing and difficult world. It is based on a six–year research project (which led to our book Built to Last1), for which we systematically...

From Process Management to Complexity Management

Last April, representatives of an elite group of pioneering companies gathered for two days in upstate New York to talk about the state of the art in process management and try to "push the envelope." These companies – Corning, DuPont, the Gartner Group, Hewlett–Packard, Marion Merrell Dow, MCI,...