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Division Management: In Charge or at Sea?

We have seen much evidence that the extensive delayering of organizations in recent years has left both CEOs and division managers in many companies confused about their roles. The CEO of an engineering conglomerate told us proudly that he had taken 15 to 20 staff out of each division office. Later...

Telecommunications Services: Industry Directions and...

Over the next 15 years, the telecommunications services industry will achieve dramatic growth in both new services and revenues - with significant implications for nations, businesses, and individuals around the globe.

Business Strategy: New Thinking for the 1990s

Strategy is what determines the framework of a firm's business activities and provides guidelines for coordinating activities so that a firm can cope with and influence the changing environment. Strategy articulates the firm's preferred relationships with its environment and the type of...

Communications: What CEOs Need to Know

To do their jobs well, the CEO and management team of any organization must meet the needs of several important constituencies, including their customers, employees, owners, competitors, suppliers, and the community - each of which interacts uniquely with management. The success or failure of those...

Envisioning: Creating the Context for Strategy

A CEO friend of ours recently expressed a deep concern about his staff's inability to "think strategically." This was surprising to us, given that this corporation is well-populated with excellent talent. Its staff includes brand-new MBAs armed with the latest management tools as well as seasoned "...

Viewpoint Japanese Executives Face Life Out of the Nest

Just as the abrupt end of the Cold War has created a "new world order" for statesmen to puzzle over, management leaders worldwide are facing the challenge of a new economic order. Incongruous as it may seem, the legendary Japanese management system appears ill-prepared to cope with this transition.

The Japanese View of Eastern Europe

During 1990 and 1991, mission after mission of Japanese business executives went to Eastern Europe to explore potential business opportunities. Prime Minister Kaifu and other Japanese political leaders also paid visits. By and large, Japanese businessmen concluded that in the next few years Eastern...

Removing the Barriers to Becoming a High Performance...

Two years ago, one of our clients, the international Morgain Group (not its real name) tried to implement its internal vision of the High Performance Business. Having analyzed the sometimes conflicting needs of interested parties, Morgain had focused its efforts on improving crossfunctional...

Privatising Privatisation: The Czech Experience

As the dust begins to settle almost three years after the collapse of the Iron Curtain, the Czech and Slovak Federal Republic (often referred to as the C.S.F.R.) has emerged with what is arguably the boldest policy on privatisation among the former Eastern Bloc countries. Unlike Hungary, Poland,...

Process Thinking: Today's Path to Improved Performance

In the past, when a business was underperforming, its management selected from a set of traditional paths for improvement. They looked at specific functions or identified problem departments or concentrated on broken business units. For example, a company would take a function such as marketing and...