Category Archive

Executive S&OP – Put it Front and Centre for Your Organisation

May 9, 2013 • TECHNOLOGY, OPERATION, SPECIAL FEATURES, Business Process, Supply Chain, Supply Chain ManagementComments (0)

By Karin Bursa Does your company have the right S&OP process in place? These 5 steps to success allow you to assess trade-offs between many interdependent business components: demand and market opportunities, customer service, inventory investments, production capabilities, supply availability, and distribution concerns. You might also like: 21st

Read More

How Western Multinationals Can Organise to Win in Emerging Markets

May 9, 2013 • STRATEGY & MANAGEMENT, OPERATION, Global Business, Business ProcessComments (0)

By Vimal Choudhary, Martin Dewhurst & Alok Kshirsagar As Western multinationals shift their focus to emerging markets, they must adjust their structures, processes, and decision-making speed to compete successfully. This article explores the challenges

Demand Chain Management: Enhancing Customer Value Proposition

March 10, 2013 • OPERATION, Business Process, Supply ChainComments (1)

By Pankaj M. Madhani DCM creates strategic assets for the firm in terms of the overall value creation as it enables the firm to implement and integrate marketing and SCM strategies that improve its overall performance. You might also like: The Digital

Performance Management Systems in Mexico: The Dual Logics of Evaluating Performance

March 10, 2013 • STRATEGY & MANAGEMENT, OPERATION, Global Business, Business ProcessComments (0)

By Anabella Davila & Marta M. Elvira Understanding Performance Management systems implementation is critical for multinationals operating in countries with contrasting cultures. For firms interested in Mexico, we share our findings on how successful

CEOs, Mind Your Own Business! Why and How Corporate CEOs Should Pay More Attention to Corporate Functions

March 10, 2013 • LEADERSHIP, OPERATION, Corporate Governance, Leadership DevelopmentComments (0)

By Andrew Campbell, Sven Kunisch & Günter Müller-Stewens The corporate office consists of the CEO and the corporate functions. It is the main vehicle for delivering corporate added value. Yet corporate functions often underperform and corporate offices

Predictive Analytics: New-generation Strategic Decision Support

March 10, 2013 • STRATEGY & MANAGEMENT, TECHNOLOGY, Business Process, Digital Transformation, Supply ChainComments (1)

By Tobias Klatt & Klaus Moeller Environmental turbulence has be- come a key challenge for companies’ strategic planning. Planning results remain arbitrary and risky, and lack deep knowledge of relevant factors and trends. Traditional instruments such as

Flexibility to Improve Forecast Accuracy

March 10, 2013 • TECHNOLOGY, OPERATION, Business Process, Digital Transformation, Strategic Spotlight, Supply Chain, Supply Chain ManagementComments (0)

By Karin Bursa To succeed in a business economy shaped by uncertain demand and rapid market changes, companies must be able to sense and adapt quickly. Today, the supply chain is seen as a key enabler of this flexibility. To face this challenge your supply

Structuring Your Organization to Meet Global Aspirations

March 10, 2013 • STRATEGY & MANAGEMENT, OPERATION, Global Business, Business ProcessComments (0)

By Suzanne Heywood & Roni Katz The matrix structure is here to stay, but its complexity can be minimized, and companies can get more value from it You might also like: Reinvention: Critical to Business Success, but not Always Obvious Conflict Contagion: A

Innovate the Way You Innovate

January 11, 2013 • INNOVATION, OPERATION, Business ProcessComments (0)

By Stephen Shapiro In today’s fast-paced business environment, the ability to innovate is not enough. You need to innovate efficiently, quickly, and with less risk. Tradition innovation methods, such as asking employees or customers for ideas, have proven

Getting Ruthless With Your Processes

January 11, 2013 • OPERATION, Business Process, Supply ChainComments (0)

By Avinash Goyal, Suzanne Heywood & Toby Gibbs Consistent global processes add value—up to a point. New research helps companies find the right balance between consistency and flexibility You might also like: The Digital Revolution is an Evolution for