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In: Management review 89 (2000) 3, pp. 48

Persistent link: https://www.econbiz.de/10006189114

In: Management review 89 (2000) 3, pp. 47

Persistent link: https://www.econbiz.de/10006189115

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In: Management review 89 (2000) 3, pp. 46

Persistent link: https://www.econbiz.de/10006189116

FEATURES - TOP MANAGEMENT - Breaking the Political Stranglehold in the Executive Suite - Fear and anxiety in the management ranks can hamstring plans for strategic change, leading to distrust, miscommunications and political rivalries. A number of companies are working to break this negative cycle and address the difficult cultural, communications and emotional issues that can accompany a major ...

D'Aquanni, Tom; Taylor, Gary - In: Management review 89 (2000) 3, pp. 42-45

Persistent link: https://www.econbiz.de/10006189117

DEPARTMENTS - LEGAL INTELLIGENCE - As managers face the growing risk of legal claims and litigation found in business today, they need to identify the problem areas that pose the greatest potential for damaging effects in their companies. Our list of 15 do's and don'ts in four areas -- Contracts, employees, litigation and intellectual asset protection -- Will give you a place to start in ...

Bordwin, Milton - In: Management review 89 (2000) 3, pp. 39-41

Persistent link: https://www.econbiz.de/10006189118

FEATURES - CORPORATE RELOCATIONS - New Moves - Real estate costs and government incentives used to dictate the site choices of many companies, but those factors have taken a backseat to a more pressing consideration: The need to attract and retain high-quality employees. In a more service-oriented economy, the trend is toward choosing a location that will help draw or maintain a valuable workforce

Martin, Josh - In: Management review 89 (2000) 3, pp. 35-38

Persistent link: https://www.econbiz.de/10006189119

FEATURES - STRATEGY - Scenario Learning - The key strategy challenge today is to anticipate and interpret change in and around your marketplace -- And use that change to develop winning strategies. One source of help is "scenario learning." With this process, managers can develop scenarios of the future and plumb them for insights into the opportunities and threats that may affect their strategy

Fahey, Liam - In: Management review 89 (2000) 3, pp. 29-34

Persistent link: https://www.econbiz.de/10006189120

DEPARTMENTS - HARARI AT LARGE - Look closely, and you'll see the roots of competitive advantage in the 21st century planted among today's crop of new businesses. The founders of three companies -- Allscripts, CalmSoft and Utipia -- Exemplify the kind of bold vision and compelling, rule-breaking strategies business leaders will need in the wide-open terrain of the new century. It is breakthrough ...

Harari, Oren - In: Management review 89 (2000) 3, pp. 25-28

Persistent link: https://www.econbiz.de/10006189121

FEATURES - TECHNOLOGY - Give ERP a Chance - Where do things stand with the use of enterprise resource planning systems? Unfortunately, a mixture of skepticism, disappointment and confusion seems to have taken hold in many companies. But the experts urge managers to reserve judgment on this technology. Properly employed, ERP systems can reduce costs and cycle times, improve customer satisfaction ...

Wah, Louisa - In: Management review 89 (2000) 3, pp. 20-24

Persistent link: https://www.econbiz.de/10006189122

How Do You Manage Wall Street's View of Your Company? - In the age of cyber-rumors and instant access to information, savvy managers are working to shape perceptions of their organizations in the investment community. Creating effective communication channels and building quality relationships with analysts are key. But beware the impact of surprises and "whisper" forecasts

Driscoll, Kathleen - In: Management review 89 (2000) 3, pp. 14-19

Persistent link: https://www.econbiz.de/10006189123

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