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最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Changing the Role of Top Management: Beyond Strategy to Purpose
內容大綱
Structure follows strategy; and systems support structure. In the high-growth environment of post-World War II, a management doctrine rose up around these two aphorisms. But today the business environment has changed. A change in management doctrine is needed to match this new landscape. After 5 years researching 20 leading European, U.S., and Japanese companies, the authors concluded that senior managers must change their own priorities and way of thinking. Beyond designing corporate strategy, they must shape a shared institutional purpose. They must expand their focus from devising formal structures to developing organizational processes. And more than just managing systems, they must develop people. Top management's role in the companies researched already reflects the changes the authors prescribe. Consequently, 3M has managed to retain an entrepreneurial spirit despite its $14 billion bulk. ABB transformed two "also-ran" companies into the leading competitors in the global power-equipment industry. And companies like AT&T, Royal Dutch/Shell, Intel, Andersen Consulting, Kao, and Corning are doing well despite what some predicted as the inevitable decline of large corporations.