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Measuring Learning: Assessing and Valuing Progress

Say you've just been appointed the CKO – Chief Knowledge Officer – of your organization. You are responsible for managing the company's knowledge capital, including how it is created, maintained, and used. You understand the principles of learning organizations and believe that effective learning...

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...

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,...

Rethinking Growth and Renewal in the 1990s

Over the past few years, most of the business leaders we know have taken their organisations through some activity to improve operational effectiveness: process redesign, reengineering, organisational restructuring, downsizing, etc. To varying degrees, these initiatives have brought improvements....

Managing Multinational, Multicultural R&D

Jean–Philippe Deschamps: We read a lot about the ABB culture but surprisingly little about the technology side of your multinational, multicultural business. Would you describe the organization of the technology resources within your overall global/local network?

Technology Assessment - Are You Doing It Right?

If you're involved in a technology–based business, chances are good that right now you are making investment decisions that will affect your business performance into the next century. You may be launching (or killing) a new R&D project, evaluating competing technologies for a new product idea...

Viewpoint Maastricht Doesn't Matter - European

European market integration has been one of the great economic success stories of the past 30 years. But the movement seems to have lost steam. In fact, as the much-hailed "Europe '92" arrived, most European economies found themselves in severe recession. There is no evidence that the promises of...

Transnational Corporations and Global Environmental Policy

Ten years ago, "environmental" was not a very important word in the business lexicons of most transnational companies. Today, many of these companies have made superior environmental performance a worldwide priority. They express their commitment in written environmental policies and manage...