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The Japanese Approach to Innovation: Research for D&M

It is conventional wisdom that Western companies are better at inventing and developing new technologies than at producing and commercializing them, while Japanese companies are particularly skillful at commercializing technology. In the preceding article, Thomas and Maira argue convincingly for a...

Working with the Union as a Key Manufacturing Stakeholder

Designing and implementing major change – whether a process reengineering effort, a reorganisation, or a fundamental transformation of the entire process – is particularly challenging in a unionized manufacturing environment, where multiple stakeholder groups have different and often conflicting...

Reinventing Customer Management - Lessons from the Best of the Best

"The problem with our organisation is that we have our face to the boss and our backside to the customer!" This statement – quoted recently by the CEO of a major manufacturing corporation – expresses the frustration many managers have felt in their efforts to realise their vision of truly customer-...

Environmental Strategy - Stepping Up to Business Demands

Business leaders have recognized for some time that business decisions have environmental implications and environmental decisions have business implications. What's new is that a few companies on the cutting edge are finding ways to use the environment as a catalyst for business advantage. By...

Learning to Change and Changing to Learn - Managing for the 21st Century

Around the globe, across a wide variety of industries, senior managers are coming to us and our colleagues with the same urgent question: how can I prepare my organization to survive and thrive in an increasingly unknowable future?

From Manufacturing to Design - and Back Again

Until recently, manufacturers generally assumed that design should precede manufacturing in priority and prestige as well as in time. Today, however, there is growing recognition that design and manufacturing really are interdependent activities that work best when they maintain a continuous...

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...

Viewpoint Leadership and the Learning Organisation

When the editor of Prism asked me to contribute to this issue, the first thing that crossed my mind was: "Gosh! The world sure doesn't need another article on leadership." As a student of the subject for the past 20 years and a creator of a renowned seminar on leadership for senior executives, my...

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...

Viewpoint The CEO Balancing Act: Prospering in the New World of Business

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...