Showing papers in "The Antidote in 1997"
TL;DR: The authors discusses Drucker's role in developing the idea of privatization in the UK, as far back as 1970, in a Conservative Party policy document, and suggests hard work, not genius, is the cure, and conscientiousness, not being clever, is what CEOs are paid for.
Abstract: Acknowledges Peter Drucker's place as a guru in management theory or business trend, well ahead of his peers. Discusses his part in developing the idea of privatization in the UK, as far back as 1970, in a Conservative Party policy document. Posits that management's biggest challenge is ‘what to do’ — especially in previously successful companies who have faced stagnation. Reasons this is because the organization's assumptions no longer fit reality regarding the organization's foundations. Uses three case studies of top companies (Marks & Spencer, IBM and General Motors) to explain the theory. Suggests hard work, not genius, is the cure, and conscientiousness, not being clever, is what CEOs are paid for.
305 citations
TL;DR: In this article, the authors argue that managers need to consider other factors relevant to a virtual organization's ability to innovate, such as autonomous and systemic innovation; and codified and tacit knowledge.
Abstract: Contends that ‘the virtues of being virtual have been oversold’, particularly regarding organization for innovation. Posits that managers need to consider other factors relevant to a virtual organization's ability to innovate — such as different forms of innovation and knowledge, these are: autonomous and systemic innovation; and codified and tacit knowledge. Recounts that companies like Intel and Microsoft have made extensive investments to continually develop their capabilities — arguing only large companies have the scale and scope to co‐ordinate complementary innovations
180 citations
TL;DR: In this paper, a trade-off between locating those activities close to corporate design and production functions is discussed, and managers can evaluate the tradeoff between placing those activities in close proximity to design and manufacturing functions.
Abstract: Looks at globalization and lean production and their possible interaction. Depicts production as ‘a tightly coupled, flexible system’ centred on JIT (just‐in‐time) delivery and low inventories, which requires continuous improvement as a component quality necessary in the process. Describes global supply chain strategy's conflicting goals as: JIT delivery; low inventory; lead times; flexible manufacturing; and close relationships with suppliers. Concludes that managers can evaluate the trade‐off between locating those activities close to corporate design and production functions.
112 citations
TL;DR: In this paper, the authors describe the value system as having at least three additional value chains of which account must be taken: supplier value chains, channel value chains; and buyer's value chains.
Abstract: Alludes to the concept of the value chain — which was seen as a powerful tool enabling strategists to diagnose and enhance competitive strategy (first put forward in Porter's 1980 book ‘Competitive Strategy’). Describes the value system as having at least three additional value chains of which account must be taken: supplier value chains; channel value chains; and buyer's value chains. Concludes a firm's co‐ordination might be improved ‘by relating its organizational structure to the value chain, and the linkages within it and with suppliers or channels’.
25 citations
TL;DR: The authors discusses how Womack and Jones' (1991) book, "The Machine that Changed the World" found the gaps in productivity quality and time between Western and Japanese car firms, and showed a better way to organize and manage customer relations, the supply chain, product development and production operations.
Abstract: Discusses how Womack and Jones' (1991) book, ‘The Machine that Changed the World’ found the gaps in productivity quality and time between Western and Japanese car firms, and showed a better way to organize and manage customer relations, the supply chain, product development and production operations — pioneered by Toyota and called lean production. Concludes that breaking down barriers in the West will be difficult — because the joint analysis of every action along the channel will make every firm's costs apparent — excluding privacy.
19 citations
TL;DR: In this paper, the authors argue that outsourcing inevitably impacts on a range of organizational characteristics and their dynamic balance, and that organizations seek a balance appropriate to the 21st century, given the rapidly development technological and competitive environment, they are sure to move towards network structures.
Abstract: Argues that outsourcing inevitably impacts on a range of organizational characteristics and their dynamic balance. States that though there are arguments in favour of outsourcing these are based on analysis of the system's formal side — which contain the technology‐based sub‐systems enabling change. Posits the informal side is a higher challenge to analyse and its informal information systems do not lend themselves to re‐engineering using information technology. Concludes that as organizations seek a balance appropriate to the 21st century, given the rapidly development technological and competitive environment, they are sure to move towards network structures.
16 citations
TL;DR: In this article, the authors focus on the Cuban Missile Crisis of 1962, using a number of sources, recreating the background, to provide an event diary (from the US perspective), and looking at lessons that could be drawn.
Abstract: Concentrates on the Cuban Missile Crisis of 1962, using a number of sources, recreating the background, to provide an event diary (from the US perspective), and looking at lessons that could be drawn. Investigates how the events led up to the Bay of Pigs invasion and goes on to give in‐depth explanations of how President John F Kennedy and the US ExComm (Executive Committee of the National Security Council) made their decisions and how close the world came to World War III with Russia. Goes on to sum up Kennedy's clear sense of leadership and hope inspired by his handling of the crisis.
9 citations
TL;DR: It is found that the most successful organizational leaders are not exactly rational, logical, sensible, and dependable human beings — but are prone to irrational behaviour.
Abstract: States there is a persistent view that a perfect business model exists — which is managed by a logical, rational leader. Posits that the most successful organizational leaders are not exactly rational, logical, sensible, and dependable human beings — but are prone to irrational behaviour. Concludes that the exposed position and heightened pressure on leaders can encourage extreme manifestations of their emotional instability. Uses a large table to show types and symptoms of neurotic organizations. Stresses that leaders need a more concentrated study of the people around them to assist in their understanding.
7 citations
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TL;DR: In this article, the authors extol IKEA's virtues and ethos which is "we do our bit, you do your bit, and together we save money" and suggest that perhaps Ikea's greatest danger may be that it has started to see itself as a model and may become constricted by its own formula.
Abstract: Spotlights IKEA (made up of Ingvar Kamprad, the founder, Elmtaryd, his home farm and Agunnaryd, his home village), the Swedish company and world's largest retailer of home furnishings (130 stores, 28 countries, 11,400 products) — which stores in 1996/97 were visited by 139 million people. Goes on to extol IKEA's virtues and ethos which is ‘we do our bit, you do your bit, and together we save money’. Speculates that perhaps IKEA's greatest danger may be that it has started to see itself as a model and may become constricted by its own formula.
7 citations
TL;DR: In this paper, the authors argue that the value chain concept is built around the idea that value is added by suppliers along the chain, and suggest that a better way to define where value lies is to recognize that it arises in the way the customer uses the offered product or service.
Abstract: Declares that strategy helps firms prepare for the future as it allows managers to identify, and then take, opportunities to add value to their customers. Advocates that the value chain concept is built around the idea that value is added — in sequence — by suppliers along the chain. Suggests however, that a better way to define where value lies is to recognize that it arises in the way the customer uses the offered product or service. Concludes that the fundamental shift in thinking is required to find ways of creating value in a ‘post‐industrial’ economy.
5 citations
TL;DR: A survey conducted by PA Consulting Group on outsourcing, published in June 1996, which canvassed over 1,000 directors and senior managers in major organizations in eight countries: Australia, Denmark, France, Germany, Hong Kong, New Zealand, the UK and the USA as discussed by the authors indicated that companies who benefit from outsourcing are those who look at the business process as a whole; look to the long term; and invest time, money and energy in the supplier/client relationship.
Abstract: Elaborates on a survey (1995‐96), undertaken by PA Consulting Group on outsourcing, published in June 1996, which canvassed over 1,000 directors and senior managers in major organizations in eight countries: Australia, Denmark, France, Germany, Hong Kong, New Zealand, the UK and the USA. Chronicles that PA forecast a 46% rise in outsourcing by 2000, and lists the areas of significant rise as: IT services; property services; and catering. Concludes that companies who benefit from outsourcing are the ones who look at the business process as a whole; look to the long term; and invest time, money and energy in the supplier/client relationship.
TL;DR: In this article, the authors argue that the growth imperative is hazardous to strategy and that leadership requires a clear intellectual framework and general management is more than the stewardship of individual functions.
Abstract: Rebukes those in business who have lost sight of strategy, in the more recent rush for operational effectiveness, warning that the growth imperative is hazardous to strategy. Goes on to name three types of positioning not mutually exclusive in strategy and which may overlap: variety‐based positioning — choosing which produce or service to provide; needs‐based positioning — involves identifying a group(s) of customers with certain needs; access‐based positioning — requires segmenting customers by their accessibility. Concludes that leadership requires a clear intellectual framework and general management is more than the stewardship of individual functions — core is strategy.
TL;DR: The authors defined outsourcing as the handing over of responsibility, for some aspect of service provision, to a third party external to an organization's formal boundaries, and concluded that several factors are perceived as barriers to outsourcing, such as cultural barriers, human resource issues, monitoring and control issues, confidentiality, and lack of experience.
Abstract: Argues that increased competition means that organizations face pressure to cut costs and improve efficiency, as customers can now buy in almost any location globally. Defines outsourcing as the handing over of responsibility, for some aspect of service provision, to a third party external to an organization's formal boundaries. Concludes that several factors are perceived as barriers to outsourcing — these are: cultural barriers; human resource issues; monitoring and control issues; confidentiality; and lack of experience.
TL;DR: In this article, the authors argue that effective partnership souring requires increased movement of information and resources across the boundaries between firms and adopt the position that company competitiveness depends on value chain effectiveness as a whole.
Abstract: Argues that effective partnership souring requires increased movement of information and resources across the boundaries between firms. Adopts the position that company competitiveness depends on value chain effectiveness as a whole — meaning partnership sourcing along the chain. Notes, also, that while many companies use the language of ‘partnership’ or ‘just‐in‐time’, this can amount to little more than shifting the burden from itself to another in the value chain. Uses a figure to highlight the three action steps to partnership sourcing of sustaining progress; building momentum; and getting started. Concludes business needs to take steps to improve value chains if they are to compete properly.
TL;DR: In this paper, the authors evaluate the Five Partners Model (also known as the Flagship Model) that challenges traditional models of competition and conclude that the question of organizational boundaries and control is not going to go away.
Abstract: Evaluates the Five Partners Model (also known as the Flagship Model) that challenges traditional models of competition. States the flagship firm should consist of leadership to a vertically integrated chain of businesses with which it has established key relationships. Describes the role of each of five partners: the flagship firm; key suppliers; key customers; the non‐business infrastructure; and key competitors. Uses figures to add further explanatory emphasis to the article. Concludes that the question of organizational boundaries and control is not going to go away.
TL;DR: The authors argue that time should be put aside for managers and organizations to learn from experience and integrate those observations to create abstract concepts that form logical theories, and apply those theories in decision-making and problem-solving situations.
Abstract: Promotes the idea that, to be effective, a learner needs four types of ability, these are: to become completely and openly involved, without bias, in new concrete experiences; use different perspectives to observe and reflect on those experiences; integrate those observations to create abstract concepts that form logical theories; and apply those theories in decision‐making and problem‐solving situations. Argues that time should be put aside for managers and organizations to learn from experience.
TL;DR: The authors states that personal development activities are not integrated with the development of organizational structures and processes, and argues that people running organizations need two key skills -learning continuously and giving direction -most people at the top have not been trained in these, and are uncomfortable giving direction.
Abstract: States that personal development activities are not integrated with the development of organizational structures and processes. Contends that people running organizations need two key skills — learning continuously, and giving direction — most people at the top have not been trained in these, and are uncomfortable giving direction. Chronicles that the figures used by way of explanations are very instructive. Concludes that the key message from first to last is that independence of thought is demanded from all directors, both non‐executive and executive board members.
TL;DR: In this article, the authors measured employee satisfaction among 175,000 workers in 70 UK organizations, to assess reactions to change, establish morale levels and other portent details, and concluded that change which affects staff morale can only have a detrimental effect on companies creating a vicious spiral.
Abstract: States there is a link between the level of employee satisfaction and business performance in many of the world's leading companies — therefore engaging employee's commitment is the priority for organizations that wish to achieve/sustain leadership in industries and markets. Research by ISR (International Survey Research) measured employee satisfaction among 175,000 workers in 70 UK organizations, to assess reactions to change, establish morale levels and other portent details. Concludes that change which affects staff morale can only have a detrimental effect on companies creating a vicious spiral.
TL;DR: In this article, the authors highlight opportunities to try to improve companies' board performances, using research by the Industrial Society, which consisted of 350 questionnaire responses from board directors, finding that most directors are ill informed about their roles and responsibilities, received little specific training or information; and two-thirds said that more attention should be paid to director development.
Abstract: Highlights opportunities to try to improve companies' board performances, using research by the Industrial Society, which consisted of 350 questionnaire responses from board directors. Chronicles directors are ill informed about their roles and responsibilities, received little specific training or information; and two‐thirds said that more attention should be paid to director development. Points out that most directors are strong personalities so a collaborative approach is not achieved without effort.
TL;DR: The authors states that the nature of the workplace is changing rapidly with top-down leadership no longer relevant and that leaders have to have the kind of vision that transcends the mundane, everyday happenings.
Abstract: States that the nature of the workplace is changing rapidly with top‐down leadership no longer relevant. Believes that leaders have to have the kind of vision that transcends the mundane, everyday happenings. Determines leaders need to be highly principled, with integrity and unafraid of taking risks or responsibility. Advocates that there may be born leaders but leadership must and can be learned.
TL;DR: In this paper, the authors argue that creativity is the entire process by which ideas are generated, developed and transformed into value, and encourage managers to turn creativity outcomes into something that people can turn into results.
Abstract: Discusses creativity and how it is hard work even for the best creatives. Aligns it with the jazz term ‘jam’ in that it means taking theme, question, notion, whim, idea and pass it around to get the full picture. States creativity is the entire process by which ideas are generated, developed and transformed into value. Encourages managers to turn creativity outcomes into something that people can turn into results.
TL;DR: In this paper, it was shown that any joint venture set up for a limited period will cause strategic manoeuvring towards the end of its life, and if that is likely to be the case, the manoeuvring may well start straight away.
Abstract: Uses ‘The Prisoner's Dilemma’ (attributed to Albert Tucker) to explain game theory — showing achieving co‐operation is a fundamental management problem, which reveals itself clearly in alliances and joint ventures — each firm enters a joint venture unsure of how the other will behave. Concludes that any joint venture set up for a limited period will cause strategic manoeuvring towards the end of its life — and if that is likely to be the case, the manoeuvring may well start straight away.
TL;DR: The results from a recent CISIBIS workshop where senior managers exchanged views and experiences as mentioned in this paper showed that 70% to 80% of proposed joint ventures and alliances are never getting off the ground, and if 30% of those that do are failing within two years.
Abstract: Discusses results from a recent CISIBIS workshop where senior managers exchanged views and experiences. Feels that though joint ventures and alliances are not new arrangements the sheer numbers being formed and the frequency with which this is happening is new. Looks at: people; forms of alliances and joint ventures; aspirations and objectives; learning; cultures; internal v. external; co‐operation and competition; and boundary issues. Concludes that 70% to 80% of proposed joint ventures and alliances are never getting off the ground, and if 30% of those that do are failing within two years, what lessons can be drawn from the experiences of those at the workshop?
TL;DR: The authors discusses the fundamental differences between Japanese and Western attitudes to knowledge plus the implications this has for the way it is created and managed, concluding that to blindly emulate Japanese practice would be dangerous as are personal interpretations, but the way the Japanese acquire knowledge and then create more is to be commended.
Abstract: Delves into why the success of Japanese companies is believed to stem from their ability to create new knowledge using a team unit working together successfully. Reviews the fundamental differences between Japanese and Western attitudes to knowledge plus the implications this has for the way it is created and managed. Comments that to blindly emulate Japanese practice would be dangerous as are personal interpretations, but the way the Japanese acquire knowledge and then create more is to be commended.
TL;DR: In this article, the authors argue that of three different growth strategies revealed in a recent study, only one leads to substantial growth and specifies these three as: radical growth, most admired by the business press; rational growth, sounder than radical growth; robust growth, companies which follow this adhere to four basic principles.
Abstract: Argues that, of three different growth strategies revealed in a recent study, only one leads to substantial growth and specifies these three as: radical growth — most admired by the business press; rational growth — sounder than radical growth; robust growth — companies which follow this adhere to four basic principles. Proposes that robust growth is the only one for business to use, as it suggests more longevity than the others do.
TL;DR: In this article, the authors investigate supply chain management in Europe and provide a contrast between US and European company approaches to supply chain improvement as so many US companies operate in Europe, concluding that not every bright idea comes from the USA and that good ideas can be picked up on either side of the ocean for their own markets.
Abstract: Elaborates on research carried out by the Economist Intelligence Unit (EIU) to investigate supply chain management in Europe. Specifies the research report was based on responses from 150 companies to an EIU postal survey, polled from companies of various sizes, industries and countries. States the research provides a contrast between US and European company approaches to supply chain improvement as so many US companies operate in Europe. Sums up that perhaps not every bright idea comes from the USA and that good ideas can be picked up on either side of the ocean for their own markets.
TL;DR: In this paper, Hamel and Prahalad's ideas may be expanded here but that their approach could almost be explained as philosophers and mystics, or evangelical gurus ‘whipping up a storm of revolution’.
Abstract: Expresses concern about large corporations' ability to maintain their competitive edge in view of smaller resource‐limited competitors (mainly Japanese) successfully challenging these giants. Uses a figure to explain relationships between core competencies, core products or platforms, business units and end products. Concludes that Hamel and Prahalad's ideas may be expanded here but that their approach could almost be explained as philosophers and mystics, or evangelical gurus ‘whipping up a storm of revolution’.
TL;DR: The UK's position as world leader in outsourcing and how industry has great reliance on it is discussed in this paper, where the authors argue that outsourcing has its roots in the move to external provision of facilities management services such as:; cleaning; catering; and security.
Abstract: Approves of the UK's position as world leader in outsourcing and how industry has great reliance on it. Chronicles that outsourcing has its roots in the move to external provision of facilities management services such as:; cleaning; catering; and security. Contends that for employees the outsourcing process need not necessarily be unsettling as the typical outsourcing pattern to date involves a transfer of employees to the service supplier.
TL;DR: It is concluded that the problem in the UK is one of managerial failure as much as market failure — a lack of demand for skilled people.
Abstract: Homes in on the skills gap in the UK, showing that in 1996 one‐fifth of 4,000 employees interviewed believed there was a skills gap. Highlights the 791 employees who believed this who were asked which skills were lacking, and uses a Figure to help explain the results. Refers to the fact that a large number of employers (988) stated there was a gap in skills among young people and uses a second Figure to emphasize this. Concludes that the problem in the UK is one of managerial failure as much as market failure — a lack of demand for skilled people.
TL;DR: Action learning is a process of inquiry, beginning with the experience of not knowing what to do next and finding that an answer is not available from current expertise as discussed by the authors, and the typical implementation of action learning is usually grown through small learning sets of 5•6 people.
Abstract: Profiles Professor Reg Revans — the father of action learning — who does not seem to have been given the recognition he deserves in the UK, and aims to put the record straight here. Contends that many of Revans' ideas have been picked up and incorporated, over time, into a lot of today's accepted management techniques. Sets out Reg Revans' beliefs that action learning is a process of inquiry, beginning with the experience of not knowing what to do next and finding that an answer is not available from current expertise. Concludes that the typical implementation of action learning is usually grown through small learning sets of 5‐6 people — joint questioning takes place and action is generated and discussed.