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Structure Follows Strategy – But May not Look Like You Imagined

January 20, 2016 • STRATEGY & MANAGEMENT, Business Process, John Sutherland on Leadership and Teamwork, Strategic SpotlightComments (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 archetypes and the six guidelines for structural design to make organisations more …

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Change as Strategy

January 20, 2016 • STRATEGY & MANAGEMENT, OPERATION, Global Business, Business Process, Editors' Pick, Strategic Spotlight, TransformationComments (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 ChainComments (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, TransformationComments (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 ManagementComments (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

Solving Marketing’s Inventory Crisis

September 17, 2015 • STRATEGY & MANAGEMENT, OPERATION, Global Business, Marketing & Consumers, Business Process, Delivering Innovation - Accenture ResearchComments (0)

By Paul F. Nunes and Joshua Bellin Just-in-time manufacturing was adopted shortly after World War II to save companies from drowning in excess inventory as they attempted to capture the benefits of scale while serving too few customers. Marketing

Talent Management 2.0: Transformation Powered By People

July 20, 2015 • STRATEGY & MANAGEMENT, OPERATION, People Management, Business Process, Editors' Pick, Strategic SpotlightComments (0)

By Amber Román and Richard Lynch In “Moving Beyond the Anecdotal: What Will It Take To Create Your Digital 2.0 Business Model,” we discussed our belief that everything begins and ends with people. Your organisation should focus on things you can control.

The 4 P’s: Saving 25% of Meeting Time

July 20, 2015 • STRATEGY & MANAGEMENT, OPERATION, Business Process, John Sutherland on Leadership and Teamwork, Strategic SpotlightComments (1)

By John Sutherland Ineffective meetings are the bugbear of many organisations. In this article, John Sutherland, Director of Strategic resource introduces and discusses the 4 P’s model. He advises that setting out the 4 P’s – Person, Purpose,

The Practice Of Strategy

July 20, 2015 • STRATEGY & MANAGEMENT, Global Business, Business Process, Strategic SpotlightComments (0)

By Carlos Rey Peña and Joan E. Ricart What is strategy? In this article, the authors view strategy as a discipline that harmonizes business model innovation with company principles and simultaneously meets the requirements of market demands. Their aim is to

S&OP Made Practical

March 12, 2015 • OPERATION, SPECIAL FEATURES, Business Process, Supply Chain, Supply Chain ManagementComments (1)

By Karin Bursa The biggest obstacles to S&OP excellence stem from the complexity of managing the process which requires amongst other things, identifying, gathering and analysing relevant data, effectively managing participants and information. Here Karin