Search results

A systematic and repeatable process – Isolate and SEAL – can enable strategists to identify such potentially game-changing operational actions that will support significant business model innovations.

The end-to-end Isolate and SEAL process can be demonstrated using a historical review of the emergent strategy that produced the highly successful business model of Southwest Airlines.

Instead of trying to decide “what to do” to create an operational advantage, businesses attempting to innovate should first identify the core objective that operationalizes the winning profit logic.

Southwest fortuitously discovered its innovative profit logic when … Kelleher’ had to exhort his team to figure out how to deliver a four-plane schedule with three planes.

The potenrially game-changing two-step process: 10; Step 1 – Isolate: split the value chain’s elements into its component parts. 10; Step 2 – SEAL: Reconstruct the value chain using the four actions that effectively deliver the core objectives (Shift in space and time, Eliminate, Alter/Add, Leverage). 10;

This article describes an approach to strategy execution using lessons learned from improvement efforts to the sales incentive compensation (SIC) business processes and IT systems in Cisco Systems.

This case outlines an alternative approach to strategy execution–a COAR strategy map methodology– illustrated with lessons learned from efforts to improve the sales incentive compensation business processes and IT systems in Cisco Systems.”

By following a structured and systematic process, organizations can implement a process for strategy execution that is effective and repeatable. In executing strategy, stay focused on how to translate the decisions taken while defining business strategy into operations. As business strategy changes, elements of the strategy execution must change as well.

This case is primarily a guide to strategy execution and is not meant to be a prescription for a cutting edge sales compensation plan.

Although the examples used in this article relate to SIC business processes, the lessons learned can be applied to strategy execution in general.

It is this “peek forward” into a virtual execution setting, and the opportunity to use it as a scenario-like tool to test alternatives, that increases the likelihood that managers will devise a stable and executable strategy.

This case study of the strategy of the U.S. grocery chain, ALDI, shows how businesses can use a systematic process to develop and iteratively refine the core strategy powering their business model.”

The case describes how ALDI, the upstart entrant established a foothold, a strategy stumble by Walmart, the market leader, provided the newcomer with an attractive opportunity to expand its competitive reach into more upscale neighborhoods.

Aldi is continuing to build a business model that allowes it to price its products at an order of magnitude below other grocers and also develop a reputation for private label quality that has ultimately enabled it to challenge leading discount grocers.

Some analysts expect a significant number of supermarket war casualties–more grocery store bankruptcies and liquidations over the next few years.

ALDI has begun a campaign to offer its customers more value at even lower prices. Other foreign entrants sense their moment has arrived to leap into the fray now that giant Walmart finally seems open to attack. Amazon is experimenting with grocery selling. Recent chain store news headlines tell the breaking story: “Supermarket Wars!”

The University of Essex are offering a new series of short “Laser Workshop” courses during the Spring of 1980, which are designed to make a number of important laser applications more widely known in industry and experts from many organisations have agreed to participate.

This paper aims to uncover the central purposes of institutional repositories, how developments are being affected by policies and researcher behaviour and also what services and approaches are appropriate in supporting repositories from those partners involved in scholarly communication with a particular focus on services that support the publication of research.

The research reviews the literature and current practices within higher education with regard to the core purposes of institutional repositories, the possible causes of low population of repositories in some institutions and subject disciplines, how this is being addressed and likely future developments. A qualitative survey using semi-structured interviews explores current best practices and tests the specific research questions that emerged from the literature review.

The rate at which institutional repositories have grown in number has been very fast in recent years, but the population of repositories with research has been relatively slow. The research identified a number of reasons as to why the population of repositories was likely to accelerate in the future and have a more significant impact on scholarly communication. The main catalysts are: strengthening of national and funder policies that serve to both mandate open access (green or gold) and raise awareness of open access amongst faculty; the alignment of repositories with current research information systems within universities; and the development of metadata and open archives initiative harvesting that will improve discoverability and usage data.

As many of the issues around the development of repositories centre on the attitudes of faculty, it would also provide an interesting extension to the research to understand their views of the role of institutional repositories, too.

The study presents a number of possible new ways of working by both information professionals and publishers to improve scholarly communication through the inclusion of research within institutional repositories and how perceived barriers could be overcome.

The study provides guidance on how the communication of scholarly research could be improved and reach a wider audience. This, in turn, will benefit researchers, corporate organisations and the public at large.

The paper provides a review of current best practices in managing institutional repositories and identifies new ways of addressing some of the perceived barriers to populating repositories and the benefits for each stakeholder in the scholarly communication process.

From laying the groundwork for the successful passage of a university-wide open access (OA) policy, through the development and planning that goes into a successful implementation, to “Day One” when the official university policy goes into effect, there is a long list of factors that affect faculty interest, participation and compliance. The paper aims to discuss this issue.

The authors, Mullen and Otto, having detailed earlier aspects of the Rutgers University OA policy passage and implementation planning, analyze and share the specifics that followed the rollout of the policy and that continue to affect participation.

This case study presents some strategies and systems used to enhance author self-archiving in the newly minted Scholarly Open Access at Rutgers (SOAR) portal of the Rutgers institutional repository, including involvement of departmental liaison librarians, effective presentation of metrics and a focus on targeted communication with faculty.

Roadblocks encountered as faculty began to deposit their scholarship and lessons learned are a focus. Early reaction from faculty and graduate students (doctoral students and postdocs) to various aspects of the policy as well as the use of SOAR for depositing their work are included.

WE wish our readers success and prosperity for 1935. In the pages of our last number was given a brief retrospect of the events of 1934, and there is no advantage in repeating any part of it. Suffice to say, the year was one of the most memorable in the annals of libraries from the point of view of the new buildings which have been erected to serve great places. The year before us will present a full programme of work for all librarians. The major interest will probably be the conference to be held at Manchester in September, when hundreds of librarians will have the opportunity of seeing the building of the largest of British, if not of European, public libraries. We understand, too, that the conference will deal systematically with the efficient library in the modern community, but no doubt fuller information upon this programme will be forthcoming very shortly. The time is not ripe, we fear, for us to expect anything in the shape of a consolidating library aft which shall bring into coherency the scattered library laws of this country. We hope something will be done in the year to improve the examination system of the Library Association, which fails to give satisfaction as it stands at present. We confidently expect that the co‐operation embodied in the Regional Library Bureau will be extended, and as our recent pages have shown, we hope that the National Central Library will be relieved of some of its financial anxieties by direct action upon the part of public libraries and of the Treasury. There are signs that the country is gradually returning to prosperity, and we hope that in any such event libraries will benefit and librarians will receive some attention in the matter of their salaries.