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Article
Publication date: 3 July 2009

Saul Berman, Steven Davidson, Sara Longworth and Amy Blitz

Companies are now struggling to cope with the most severe recession in more than half a century. This paper aims to study how leading companies have successfully reacted

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Abstract

Purpose

Companies are now struggling to cope with the most severe recession in more than half a century. This paper aims to study how leading companies have successfully reacted to the crisis.

Design/methodology/approach

The researchers identified early winners in the current recession, beginning with large US‐listed companies whose stock appreciated by at least 5 percent in 2008, at a time when the S&P declined by 37 percent. They looked at best practices of 61 companies.

Findings

Winners have learned to ask, “Which strategies will allow the company to both survive in this economic transformation and, potentially, to thrive in it?”

Practical implications

Overall, the early winners the following: focus on value via sustainable strategies that emphasize long‐term value; exploit opportunities presented during downturns, including growing through low‐cost acquisitions and stock buy‐backs; and act quickly, with the agility to respond ahead of, or at least to keep pace with, rapid changes in the new economic environment.

Originality/value

As winning firms have learned, there are the three targets for leaders in the new economic environment. The article offers a how‐to guide to achieving them: leadership target no. 1: focus on value; leadership target no. 2: exploit opportunities; and leadership target no. 3: make speed a competitive advantage.

Details

Strategy & Leadership, vol. 37 no. 4
Type: Research Article
ISSN: 1087-8572

Keywords

Content available
Article
Publication date: 3 July 2009

Catherine Gorrell

87

Abstract

Details

Strategy & Leadership, vol. 37 no. 4
Type: Research Article
ISSN: 1087-8572

Article
Publication date: 4 September 2009

Dave Lubowe, Judith Cipollari and Patrick Antoine

To aid business leaders struggling to implement global integration, IBM Consulting developed an “R‐O‐I Framework” that emphasizes repeatable processes, optimized assets

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Abstract

Purpose

To aid business leaders struggling to implement global integration, IBM Consulting developed an “R‐O‐I Framework” that emphasizes repeatable processes, optimized assets and integrated operations, all on a global basis. This paper aims to look at this framework.

Design/methodology/approach

The researchers first examined data from and IBM 2008 CEO Study (more than a 1,000 respondents), and then selected 20 best practice cases to identify patterns among strategies that strong global integrators were using.

Findings

The IBM approach has identified three elements of the R‐O‐I framework that must be addressed concurrently: repeatable processes – eliminating inefficiency, optimizing effectiveness, and managing exceptions; optimized assets – managing core versus non‐core activities, optimizing locations and establishing virtual operations; and integrated operations – Optimizing global competencies via partnering and managing end‐to‐end processes on a global basis.

Practical implications

In concert with the R‐O‐I elements, three additional elements underpin the global integration transformation process and serve as the foundation that enables globally integrated operations: leadership, organization and technology.

Originality/value

The final step to global integration is managing on a global basis for every process from end‐to‐end, within and beyond company walls. Key to this is a systems view of global operations, with tools and methodologies in place to continually monitor end‐to‐end processes while adjusting to changes wherever and whenever they arise, while maintaining a continual focus on global optimization.

Details

Strategy & Leadership, vol. 37 no. 5
Type: Research Article
ISSN: 1087-8572

Keywords

Article
Publication date: 6 July 2010

Edward Giesen, Eric Riddleberger, Richard Christner and Ragna Bell

Business‐model innovation is critical to success in today's increasingly complex and fast‐changing environment. So corporate leaders need to understand when to adapt the

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Abstract

Purpose

Business‐model innovation is critical to success in today's increasingly complex and fast‐changing environment. So corporate leaders need to understand when to adapt the business model and how to execute the change. This paper aims to address this issue.

Design/methodology/approach

Data from IBM's Global CEO Study 2008 and an analysis of 28 successful business‐model innovators, produced insights into both the best timing and process for business model innovation.

Findings

The IBM researchers identified a set of characteristics that strong business‐model innovators demonstrate consistently.

Practical implications

A set of characteristics, which the IBM researchers call the “Three A's,” are critical to the successful design and execution of business‐model innovation: Aligned – Leverage core capabilities and design consistency across all dimensions of the business model, both internally and externally, that build customer value; Analytical – Use information strategically to create foresight, and prioritize actions while measuring and tracking for rapid course correction; and Adaptable – Link innovative leadership with the ability to effect change and institutionalize operational flexibility.

Originality/value

The paper answers two questions that can help companies develop their innovation strategy and transformation approach for the new economic environment: Under what conditions should companies adapt their business model?; and What capabilities and characteristics support the design and execution of successful business‐model innovation?

Details

Strategy & Leadership, vol. 38 no. 4
Type: Research Article
ISSN: 1087-8572

Keywords

Book part
Publication date: 15 July 2014

Daniel Silver and Terry Nichols Clark

The rise of arts and culture is transforming citizen politics. Though new to many social scientists, this is a commonplace for many policy makers. We seek to overcome this…

Abstract

The rise of arts and culture is transforming citizen politics. Though new to many social scientists, this is a commonplace for many policy makers. We seek to overcome this divide by joining culture and the arts with classic concepts of political analysis. We offer an analytical framework incorporating the politics of cultural policy alongside the typical political and economic concerns. Our framework synthesizes several research streams that combine in global factors driving the articulation of culture into political/economic processes. The contexts of Toronto and Chicago are explored as both enhanced the arts dramatically, but Toronto engaged artists qua citizens, while Chicago did not.

Details

Can Tocqueville Karaoke? Global Contrasts of Citizen Participation, the Arts and Development
Type: Book
ISBN: 978-1-78190-737-5

Keywords

Article
Publication date: 1 January 1985

Gary D. Barber and Carol Burroughs

This seventh annual survey of American history reference sources is the largest yet; 23 books have been selected for review, while past surveys averaged about 15 titles…

Abstract

This seventh annual survey of American history reference sources is the largest yet; 23 books have been selected for review, while past surveys averaged about 15 titles. The reviews include 14 titles published in 1983, eight published early in 1984, and one 1982 title. The 1982 imprint, Proceedings and Debates of the British Parliaments Respecting North America, was overlooked before. Since it is still in progress it is included in this survey.

Details

Reference Services Review, vol. 13 no. 1
Type: Research Article
ISSN: 0090-7324

Article
Publication date: 1 January 1954

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).

Abstract

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).

Details

Aslib Proceedings, vol. 6 no. 1
Type: Research Article
ISSN: 0001-253X

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