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对企业未来战略发展影响比较大的观念 2

(2005-10-27 17:20:24)
分类: 管理思索

13. Game Theory

    A sophisticated awareness of probability, risk, alliances, and other mathematical models of cooperation and competition can lead to better decision making.

14. Global Human Resources  

    Great global companies don’t just rely on the “home territory” for leaders. They recruit, develop, and promote people from potentially anywhere in the world and give them opportunities to grow and reach the top.

15. Glocalization

    Multinational companies (such as Tesco and Apple’s European division) thrive by differentiating their products and services from one locale to another — while keeping a common underlying supply chain and management structure worldwide.

16. Increasing Returns

    Brian Arthur’s concept of “network effects” suggests that some products and services grow in value the more widely they are used and distributed. (For example, the wider the use of an operating system like Microsoft Windows or of a file format like MP3, the more value that system or format has.)

17. Innovation Incubators

    To genuinely innovate, companies should invest in skunkworks, labs, learning centers, institutes, and other venues that encourage collective experimentation by creative, innovative people.

18. Intangible Assets

    Nontraditional metrics incorporate a wide variety of factors affecting the top and bottom lines (including such seemingly “soft” factors as reputation, “relational capital,” and research quality).

19. Leadership Development  

    You don’t have to rely on “putting the right people in place.” You can train all employees to be better choosers, better strategists, better managers, and, in the end, better leaders.

20. Lean Thinking

    “Lean” process and management innovation is exemplified by the Toyota Production System. Employees use a heightened awareness of work flow and demand to cut waste, minimize cost, boost quality, and customize mass production.

21. Leapfrogging Industrialization

    The most successful companies of the next 20 years will have to move beyond legacy infrastructure to create, from scratch, the next industrial revolution — fostering technological innovation alongside environmental quality.

22. The Learning Organization

    Learning organizations are deliberately designed to promote everyone in them to keep thinking, innovating, collaborating, talking candidly, improving their capabilities, making personal commitments to their collective future, and thereby increasing the organization’s long-term competitive advantage — as proposed by such authors as John Seely Brown, Arie de Geus, and Peter Senge.

23. The New CFO Agenda

    Linking finance with strategy leads to an integrated and transformative role for the chief financial officer: pursuing the long-term goals of the organization, not just the quarterly bottom line.

24. Open-Book Management

    Companies thrive by opening their books to all employees, inviting them to own shares in the company, and training them in financial and strategic thinking.

25. Open-Source Business

    Modeled after open-source software (such as Linux), this new paradigm for management calls for a transparent business model in which customers become collaborators and contribute to the development of the products and services they use.

26. Organizational DNA

    An organization’s structures — incentives, decision rights, reporting relationships, and information flows — can be designed to induce high performance by aligning them with one another and with the strategic goals of the enterprise.

27. Post-Merger Integration

    After the deal, the real work begins: Attention to culture, common vision, relationships, and other “human factors” has made the difference between successful acquisitions and mergers (such as those made by BP and Novartis) and unsuccessful ones.

28. Public–Private Partnership

    Economies are stronger when governments are well managed and responsive, corporations are attentive citizens, and the two develop effective working relationships.

29. Reintegrating Work  

    When a company replaces the functional division of labor (marketing, sales, R&D, finance, manufacturing, etc.) with integrated jobs that combine these skills, it can operate more effectively on behalf of customers.

30. ROI Marketing

    The challenge facing the new chief marketing officer is to measure and scientifically improve the “return on investment” of marketing initiatives (without losing the artfulness).

 

 

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