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Managing People in Mergers and Acquisitions Part 2: Integration and Survival

May 24, 2016 • STRATEGY & MANAGEMENT, OPERATION, Corporate Governance, Global Business, People Management, Business Process, Team Managment • • Comments (1)

By Guido Stein and Marta Cuadrado In Part One, we addressed the key reasons why companies decide to pursue merger, the reasons why many of them fail, and the realities of mergers. In Part Two of this article, we will discuss human due diligence in Section 1. Section 2 will focus on the importance of …

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Where do you Begin with your (Big) Data Initiative?

May 24, 2016 • TECHNOLOGY, MBA & Executive Education, Business Process, Digital Transformation • • Comments (1)

By Joe Peppard While “Big data” has garnered a lot of attention over the last number of years, many managers struggle in deciding where to begin. They can often be mistakenly seduced by technology companies with the promise of an IT solution to the (big)

Market Makers… Innovate your market, then innovate your business.

March 25, 2016 • STRATEGY & MANAGEMENT, INNOVATION, OPERATION, Business Process, Editors' Pick, Emerging Ideas, Strategic Spotlight • • Comments (0)

By Peter Fisk Peter Fisk explores how the next generation of businesses innovate from the future back, and outside in. They start by finding the best opportunities for future growth, then shaping these markets in their own vision, defining the space and

Managing People in Mergers and Acquisitions Part 1: Reasons and Reality

March 25, 2016 • STRATEGY & MANAGEMENT, OPERATION, Corporate Governance, Global Business, People Management, Business Process, Team Managment • • Comments (0)

By Guido Stein and Marta Cuadrado In Part One of this article we will address a number of issues related to mergers. First, we will look at the key reasons why companies decide to pursue them and the reasons why many fail. Second, we will consider the

Change Capability Building

March 17, 2016 • STRATEGY & MANAGEMENT, OPERATION, Global Business, Business Process, Strategic Spotlight, Team Managment, Transformation • • Comments (0)

By David Miller and Audra Proctor The volume and complexity of change that organizations are facing continues to increase, and they cannot risk the negative impacts of not executing their business critical changes. Whether focused on cost reduction, process

Structure Follows Strategy – But May not Look Like You Imagined

January 20, 2016 • STRATEGY & MANAGEMENT, Business Process, John Sutherland on Leadership and Teamwork, Strategic Spotlight • • Comments (0)

By John Sutherland In the world of structural design, one size does not fit all. It pays massive dividends to get the structure fit for the purpose and strategy of your very specific business. In this article, John Sutherland discusses the seven structural

Change as Strategy

January 20, 2016 • STRATEGY & MANAGEMENT, OPERATION, Global Business, Business Process, Editors' Pick, Strategic Spotlight, Transformation • • Comments (0)

By Walter McFarland This article suggests that some traditional approaches to organisational change are obsolete – and recommends a new approach focused on creating new types of organisations optimised for change and changing. These ‘change-focused’

The Tears in the Deep Tiers

November 20, 2015 • STRATEGY & MANAGEMENT, OPERATION, Global Business, Business Process, Supply Chain • • Comments (2)

By Yossi Sheffi Many leading companies have well-developed risk management and crisis management systems for their own operations. Yet for all their prowess of risk management of their own facilities and Tier 1 suppliers, the companies can miss significant

A Transformation Manifesto

September 17, 2015 • STRATEGY & MANAGEMENT, OPERATION, SPECIAL FEATURES, Business Process, Editors' Pick, Strategic Spotlight, Transformation • • Comments (0)

By Richard Lynch and Jack Calhoun Transformation is not about external forces, they are inevitable. It’s not about reorganisations, they don’t work. There are more profound issues with the very nature of business models and design of work. Misaligned

The Impact of Becoming Demand-Driven

September 17, 2015 • TECHNOLOGY, OPERATION, Business Process, Digital Transformation, Supply Chain, Supply Chain Management • • Comments (0)

By Karin Bursa Becoming demand-driven enables companies to knock down organisational silos and create an integrated planning platform that ensures all teams involved are aligned and working toward the same goal – the ability to profitably satisfy demand. In

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