Showing papers in "The Antidote in 2000"
TL;DR: Looking at the future for new technology, stating mobile phones, for the second Xmas in a row, were the most popular gift and that Web addresses and e‐commerce operators bit into the sales of traditional retailers.
Abstract: Looks at the future for new technology, stating mobile phones, for the second Xmas in a row, were the most popular gift and that Web addresses and e‐commerce operators bit into the sales of traditional retailers. Looks at the role of the Internet in e‐commerce evolution and also at m‐commerce (mobile), plus i‐commerce (digital TV). Concludes companies cannot escape from the technology of the multi‐channel world, but retailers or any supplier must develop capability of selling in every environment.
19 citations
TL;DR: In this paper, the authors argue that co-branding needs active management to achieve the desired exchange of values and reputation between brands, and that there is plenty of scope for future growth and development, as brands will play a huge role in the rapid decision-making process.
Abstract: Declares co‐branding (the bringing together of two or more independent brand names in support of a new product, service or venture) is seen as a legitimate development of branding. States co‐branding can bring enormous competitive advantages to the partners involved. Stresses co‐branding needs active management to achieve the desired exchange of values and reputation between brands. Foresees plenty of scope for future growth and development, as brands will play a huge role in the rapid decision‐making process.
18 citations
TL;DR: In this article, the authors present some of the reasons for project failure and define critical success factors, identify causes of project success or failure, and argue that people do not like to plan, thinking only of the end result.
Abstract: Chronicles some of the reasons for project failure. Defines critical success factors, identifies causes of project success or failure — not satisfactorily explaining reasons behind the causes. Contends that people do not like to plan, thinking only of the end result. Lists out seven items that can go wrong. States that management by objectives requires that project milestones be put in place. Argues that the use of an analytical, logical method of management in search of answers is debatable — even in standardized production environments.
18 citations
TL;DR: The authors predicts that virtual assets (knowledge and information) will transform the way business is undertaken, requiring the business success rulebook to be rewritten and predicts that both the virtual economy and the virtual company are fast becoming a reality, stimulated by technological changes.
Abstract: Forecasts that virtual assets — knowledge and information — will transform the way business is undertaken, requiring the business success rulebook to be rewritten. Posits that both the ‘virtual economy’ and the ‘virtual company’ are fast becoming a reality, stimulated by technological changes. Recounts that there are four ways of the information revolution affecting many different business functions: research and development; manufacturing; distribution; and marketing. Concludes the information revolution helps to provide a timely reminder that the changes taking place in business go far beyond just a discovery of new retailing ways.
15 citations
TL;DR: In this paper, the authors argue that it is not enough for a project leader to be good at project management, or to be aware of the need for fluent communication, and that stakeholders must be able to be divided into market segments for the benefit of project leaders.
Abstract: States it is not enough for a project leader to be good at project management, or to be aware of the need for fluent communication. Believes a project sponsor not only initiates the project but is also the project leader’s boss. Catalogues 4 Figures that add emphasis to the article. Confirms that stakeholders must be able to be divided into market segments for the benefit of project leaders. Determines that there are two aspects requiring particular emphasis: image and culture; and networking or informal contacts. Suggests one effective way of energizing internal market effort involves networking different team members at differing times in various roles.
12 citations
TL;DR: In this article, an inset of definitions explaining technology, innovation, sustaining technologies and disruptive technologies is presented, with a focus on the strategic difference between the two types of technologies.
Abstract: Profiles two types of technological change — sustaining and disruptive. Employs an inset of definitions explaining technology, innovation, sustaining technologies and disruptive technologies. States a lack of understanding about the strategic difference between sustaining and disruptive technologies can result in a crucial failure. Further insets shows Hewlett‐Packard’s laser jet and ink‐jet printers as a prime example of how to cope with disruptive technology, even if it threatens suicide for its original business division. Sums up firms are rarely in a position to have the correct organizational, managerial or cultural response to enable them to cope successfully with changes generated by disruptive technologies.
6 citations
TL;DR: In this article, the authors discuss retention of top staff and discuss how to do this for the benefit of both parties, especially for senior executives, and highlight four colour panels with various examples and ideas of retention.
Abstract: Addresses retention of top staff and discusses how to do this for the benefit of both parties — especially for senior executives Believes recognition of talent is very important, as it is the number one source of competitive advantage Spotlights four colour panels with various examples and ideas of retention States knowledge of the target is important — as recruitment, development, and maintaining talent may impact on everyone’s future — because the top companies are the ones with dominant talent for managers
6 citations
TL;DR: In this article, the authors suggest that managers must make project risk management explicit and make identification of risks a priority, and that contingency plans for low impact, high probability risks such as ‘Website designer delivers late’, but stresses controls must be put in place to allow for early warning.
Abstract: States human progress demands risk‐taking but, conversely, managing risk in projects is always critical to success Proposes that managers must make project risk management explicit and make identification of risks a priority Recommends that contingency plans for low impact, high probability risks such as ‘Website designer delivers late’, but stresses controls must be put in place to allow for an early warning Aims to encourage a robust and balanced appreciation of the trade‐off between risks and the reduction of them Uses Figures and shaded boxes for explanation and further emphasis
6 citations
TL;DR: In this paper, the authors show that even the most battle-hardened project manager will acknowledge that manager's mental models, their attitudes, the competences they rate, etc., all have major implications.
Abstract: Projects that even the most battle‐hardened project manager will acknowledge that manager’s mental models, their attitudes, the competences they rate, etc., all have major implications. Looks at in‐house cultures, external cultures, dysfunctional cultures and international cultures. Uses 2 Figures to emphasize both the iceberg model of inter‐cultural business analysis and cultural dimensions. Weighs up some of the differences between cultures that could hold back companies in an international field. Concludes project managers have a heavy cultural burden to bear.
6 citations
TL;DR: In this article, the authors argue that companies which revolutionize the conventional wisdom of their industry rely not on market research but on the leader's vision, and if companies do not have the ability to see things differently, they will not be able to change the rules of the game.
Abstract: Believes that companies which revolutionize the conventional wisdom of their industry rely not on market research but on the leader’s vision. States that competing by being market driven is not the only orientation for companies, there are three more and these are expanded on and discussed in full, using 2 Figures to aid in this. Cites IKEA, the Swedish furniture company as breaking the mould on two fronts: make it virtually impossible for existing traditional furniture companies to copy; and gives IKEA a head start on other new entrants to the industry. Concludes, if companies do not have the ability to see things differently, they will not be able to change the rules of the game.
4 citations
TL;DR: Profiles Linux and how it was given away on the Internet by Netscape as part of its so‐called browser war with Microsoft.
Abstract: Profiles Linux and how it was given away on the Internet by Netscape as part of its so‐called browser war with Microsoft. Looks at the growth and future of free systems, discussing them in full. Shows, in three highlighted boxes, source code and open source definitions; copyleft — a definition, and hacker — a definition. Looks at various terms such as: support sellers; loss leader; widget fronting; accessorizing; and service enabler. Sums up that only now are people beginning to understand what the Internet offers.
TL;DR: The authors argue that the hard approach (referred to here as theory E) is the creation of economic value/high returns to shareholders; and that the soft approach (theory O) sees organizations as having many stakeholders, developing employees and their loyalty.
Abstract: Proclaims that the hard approach (referred to here as theory E) is the creation of economic value/high returns to shareholders; and that the soft approach (theory O) sees organizations as having many stakeholders, developing employees and their loyalty. Posits that, for organizations to prosper, eventually, theory E must be joined with theory O. Uses an inset with some arguments about change. Gives an example of Asda trying to combine Theories E and O, although, because Wal‐Mart bought Asda in 1999 for eight times its 1991 value, the Asda case could not be tracked over time.
TL;DR: Workers no longer see employers as responsible for their employability and now take that responsibility on themselves as discussed by the authors, and the effects of change have affected employment relationships in larger companies and these are: the change in employment security; contingent workers and contracting out; the way work is organized; and training.
Abstract: Declares that, although employees and employers used to have a work relationship, with regard to mutual interest and lifetime employment through good performance and loyalty, this idea was abandoned by employers in the 1980s as they tried to limit job security expectations. Lists 8 points that have eroded traditional employment, discussing them in full. States the effects of change have affected employment relationships in larger companies and these are: the change in employment security; contingent workers and contracting out; the way work is organized; and training. Sums up that workers no longer see employers as responsible for their employability and now take that responsibility on themselves.
TL;DR: In this paper, the authors highlight six common traps to trip up even successful online businesses: misunderstanding the medium; trying too hard to please everyone; when technology rules supreme; when marketing takes the reins; the introverted website; and believing you know best.
Abstract: Advances that by 2010, two billion people will be online and that this many potential customers will force businesses operations to change in a big way — as customer loyalty will be paramount. Highlights six common traps to trip up even successful online businesses: misunderstanding the medium; trying too hard to please everyone; when technology rules supreme; when marketing takes the reins; the introverted Website; and believing you know best. Uses Figures and highlighted boxes to add emphasis to the article. Sums up that the period from 2000 to 2005 will see an exponential shift, wiping out most of today's business processes.
TL;DR: In this article, the authors identify eight contributory factors, offering guidance to team leaders on how to get to grips with them: cultural norms; individual behaviour; communication; leadership styles; group processes; inequalities; geographic separation; and difference and similarities between work-based cultures.
Abstract: Addresses cultural differences, stressing diversity should be seen as a benefit but that they are overlaid by inequalities within teams. Identifies eight contributory factors, offering guidance to team leaders on how to get to grips with them: cultural norms; individual behaviour; communication; leadership styles; group processes; inequalities; geographic separation; and difference and similarities between work‐based cultures. Sums up that international teams are not disconnected in some way from the organization in which they work.
TL;DR: In this article, the authors define benefits management as the identification, optimizing and tracking of the expected benefits from business change to ensure that they are achieved, and recommend that line managers are responsible for realizing the benefits and need to be involved throughout defining and quantifying process.
Abstract: Submits that benefits management is defined as the identification, optimizing and tracking of the expected benefits from business change to ensure that they are achieved. Identifies benefits and quantifies them by profiling the seven profiles. Monitors the benefits and uses a Figure for emphasis. Recommends that line managers are responsible for realizing the benefits and need to be involved throughout the defining and quantifying process.
TL;DR: This article identified five ways people relate to each other: rules versus relationships; me versus us; specific versus diffuse; neutral versus showing emotion; and status being being or doing, and suggested that thinking about situations in one's own life can help the understanding of behaviours that seem different from one's' own.
Abstract: States cultural differences affect the process of doing business and managing but does warn that US solutions do not always solve other nation's dilemmas. Employs three Figures showing the differences in cultural areas. Identifies five ways people relate to each other: rules versus relationships; me versus us; specific versus diffuse; neutral versus showing emotion; and status being — or doing. Suggests that thinking about situations in one's own life can help the understanding of behaviours that seem different from one's own.
TL;DR: In this paper, the concept of unique selling proposition (USP) is defined and every advertisement has to propose a specific benefit to the consumer, that competition could not or did not offer.
Abstract: Discloses that the concept of the unique selling proposition (USP), as defined, means every advertisement has to propose a specific benefit to the consumer, that competition could not or did not offer. Warns it is much more difficult nowadays than 40 years ago to maintain a product difference or benefit. Looks at differentiators — some that don’t work and some that do. Examines the four steps to differentiation stating differentiating ideas must be simple, visible and delivered again and again.
TL;DR: The authors highlights eight factors for success which companies should take: find out who customers are and target them; look after every stage of the customer's experience; streamline the processes that the customers touch; ensure employees have relevant customer information; make self-service quick and easy for customers; understand business customer's needs; personalize service; and create community by nurturing a customer base sharing common interests.
Abstract: Reckons that success in e‐commerce or e‐business means companies' strategy must be to use 50% of their technology budget on customer nurturing. Highlights eight factors for success which companies should take: find out who customers are and target them; look after every stage of the customer's experience; streamline the processes that the customers touch; ensure employees have relevant customer information; make self‐service quick and easy for customers; understand business customer's needs; personalize service; and create community by nurturing a customer base sharing common interests. Employs a shaded panel highlighting American Airlines; Boeing; and Tripod showing how they use the World Wide Web to their advantage.
TL;DR: In this article, the authors argue that it is common for senior managers to set corporate missions and strategic objectives and then to leave implementation to divisional, regional or departmental managers, using existing processes within the current organizational structure.
Abstract: Posits that the pace of change now means that strategy implementation needs a more co‐ordinated approach than previously was the case. Says that it is common for senior managers to set corporate missions and strategic objectives and then to leave implementation to divisional, regional or departmental managers, using existing processes within the current organizational structure. Employs copious use of Figures to emphasize the arguments made herein. Sums up that strategists must therefore be directly involved and not leave things to professional project or programme managers.
TL;DR: In this paper, the authors describe an intranet as an organization's closed internal network based on Internet technology and an extranets as connection of intranets of an organization with its external contacts.
Abstract: Believes the introduction of Internet technology stimulates a learning process often associated with an upsurge in creative and entrepreneurial activity. Describes an intranet as an organization's closed internal network based on Internet technology and an extranet as connection of intranets of an organization with its external contacts. States the extranet's benefits include: its infrastructure; learning and knowledge; reduced time to market; electronic business and commerce; shorter sales cycles; and customer service and support. Cautions the move from intranet to a successful business‐to‐business extranet requires careful thought, as it is more than just the technical linking of intranets. Concludes there will be a meteoric extranet growth.
TL;DR: In this article, the authors look at empowerment of local firms and competitive strategies for local companies and conclude that perhaps globalization may not be as simple as it once seemed, and propose four alternative strategies to defend, extend, dodge, or contend their market position: defenders; extenders; dodgers; and contenders.
Abstract: Declares that such global goliaths as Coca‐Cola and Procter & Gamble have been surprised how indigenous, local companies have speedily fought back to create competitive markets. Demonstrates three components local companies need to exploit their competitive success to advantage: unique perceived value; cultural capital; and targeting and positioning. Looks at empowerment of local firms and competitive strategies for local companies. Employs a Figure showing pressures for globalization. Concludes with four alternative strategies for local companies to defend, extend, dodge, or contend their market position: defenders; extenders; dodgers; and contenders. Sums up that perhaps globalization may not be as simple as it once seemed.
TL;DR: The authors argues that organizations have to be able to innovate and adapt to changing conditions in order to survive and that much depends on managers' capacity to move to a dynamic form of control that is the antithesis of routine management.
Abstract: Proclaims much depends on managers’ capacity to move to a dynamic form of control that is the antithesis of routine management. States the era of mass production was at its peak in the 1950s and 1960s, which saw jobs become standardized and management tasks more specialized as control and co‐ordination became central for organization. Posits organizations have to be able to innovate and adapt to changing conditions in order to survive.
TL;DR: In this article, the authors discuss both the project approach and the programme approach and discuss progress control, which should be a combination of two approaches: regular progress control and ad hoc progress control; they conclude that program management is a management process and, if properly used, can be used as a means of improving co-operation through help and communication.
Abstract: Claims some organizations produce largely the same products or services year in, year out, e.g. issuing passports or driving licences, treating patients, handling financial transactions, assembling consumer products, etc. Uses 3 Figures to emphasize points made and discusses both the project approach and the programme approach. States an important aspect of programme management is progress control, which should be a combination of two approaches: regular progress control; and ad hoc progress control. Concludes programme management is a management process and, if properly used — not as a dogmatic, prescribed procedure — but as a means of improving co‐operation through help and communication.
TL;DR: In this article, the authors discuss the factors that affect how change initiatives are received, employing a Figure to aid in explanation of three groups: content, context, and cognition, concluding that for employees to unlearn old ways, they themselves must take some responsibility for change.
Abstract: Covers change in organizations and highlights three in particular: BT payphones; Citibank; and Hewlett‐Packard, using insets to show level of change, initial response, movement and new situations. Discusses research findings and unveils a variety of factors that affect how change initiatives are received, employing a Figure to aid in explanation of three groups: content; context; and cognition. Concludes, for employees to unlearn old ways, they themselves must take some responsibility for change.
TL;DR: In this article, the authors discuss various countries' employment, work practices and structures of organizations, stressing it is by no means a comprehensive checklist, and both managers and individuals must stay abreast of change in the way work can be done now and especially in the future.
Abstract: Discusses various countries’ employment, work practices and structures of organizations, stressing it is by no means a comprehensive checklist. Covers Japan; plus Germany, The Netherlands and Spain of Continental Europe; also includes the USA, Canada, Australia and New Zealand (the Anglo Saxon countries). Looks at the unemployment rates and the impact of IT on jobs. Proposes that change is coming from varied areas and work’s changing nature also requires new skills. Concludes both managers and individuals must stay abreast of change in the way work can be done now and, especially, in the future.
TL;DR: In this article, the authors investigated the effect of flexible working on workers and found that 30% of all approved requests for flexible working have been from managers, mostly at senior levels, and concluded managers will have to start trusting those who work away from the office, otherwise they will be unable to recruit and retain their best staff and competitors may be able to profit from that.
Abstract: Investigates flexible working and how it affects workers — especially in the UK, where longer hours are worked than in continental Europe — though this is mostly put down to the fact that workers believe they must be seen at work to aid in furthering careers. Discloses that 30% of all approved requests for flexible working have been from managers, mostly at senior levels. Concludes managers will have to start trusting those who work away from the office, otherwise they will be unable to recruit and retain their best staff and competitors may be able to profit from that.
TL;DR: In this paper, the authors discuss three factors driving the growth of strategic alliances: globalization, accelerated technical change, and disenchantment with mergers and acquisitions, concluding that most partnerships achieve the desired objectives.
Abstract: Reflects on strategic alliances including local/home alliances and global alliances. Suggests there are three factors driving the growth of strategic alliances: globalization; accelerated technical change; and disenchantment with mergers and acquisitions. Uses two Figures for explanation of points and alliances. Concludes research shows that most partnerships achieve the desired objectives — for at least one partner anyway.
TL;DR: In this paper, the authors weigh up teleworking and telecommuting and their affect on today's working environment and conclude that if a job or major portions of it does not intrinsically depend on the location of the worker, then it is teleworkable.
Abstract: Weighs up teleworking and telecommuting and their affect on today’s working environment — stating that if a job or major portions of it, does not intrinsically depend on the location of the worker, then it is teleworkable. Suggests some alternative forms of telecommuting: home‐based; satellite telecommuting centres; local telecommuting centres; and combinations. Uses 4 Figures to aid in emphasizing some organizational design as well as greater flexibility of location: fragmentation; dispersion; diffusion; and network. Looks at regional characteristics of various world areas in: Latin America and the Caribbean; eastern Europe and north Asia; Asia Pacific; south Asia; Asia planned economies; and Africa and the Middle East. Concludes telework will steadily increase as a work mode in the future, though some areas (Eastern Europe and Latin America) may still have major reliance on labour at worksites.
TL;DR: In this paper, the authors argue that change tends to generate more change and projects should only be undertaken under extreme need to solve a problem, something that may stop one achieving the goals (as long as one knows what the goals are).
Abstract: Reckons that change tends to generate more change and projects should only be undertaken under extreme need to solve a problem — something that may stop one achieving the goals (as long as one knows what the goals are!). Believes there are 4 different types of concept underlying all projects and discusses these in depth. Suggests that in assembling project teams the main requirements are team leaders and team members — of which a balanced need is: doers; solvers; checkers; and knowers. Concludes projects have to be treated differently to add value in the correct areas.