...Sergiy Dmytriyev; R. Edward Freeman; Mark E. Haskins Purpose – Disagreements related to processes, priorities, and purpose surface within organizations. Disagreements may be between colleagues, or between internal and external protagonists, or between managers and their direct reports. Rather...

...Stewart Early; Bruce McBratney Too often leaders of multi‐business groups struggle with how to best add value at this level of management. CEOs and business group leaders can improve the odds of success in these roles, and better retain potential successors, by answering three questions...

... Outsourcing Business process re‐engineering Innovation Strategy Management Outsourcing is rapidly evolving beyond the simple reengineering of support processes. For a number of CEOs, outsourcing partnerships are being used to achieve rapid, sustainable improvement in enterprise‐level performance...

... future, demands for the consumer’s attention will continue to escalate. Consumers will gravitate to trusted brands to manage and filter the bombardment of choices. In the attention economy, therefore, consumers exert greater power to shape content and experiences. In response, companies will need...

...Richard B. Clark; Brian S. Morgan The leadership team of Monsanto’s Integrated Financial Services (IFS) unit realized in 1997 that it needed to make changes in order to manage effectively in a time of transition for its parent organization. Consequently, it set out to develop a clear vision...

... – tense energy and calm energy. The author suggests a few simple adjustments in the way people manage their days to help them stop the gear‐grinding effects of tense energy and shift into calm energy. © MCB UP Limited 2001 Leadership Creativity Stress Management We know that leaders...

...Jeanne G. Harris; David W. De Long; Anne Donnellon What does it take for an executive to manage effectively in the new economy? While the explosion of Internet‐centered business has produced an unrelenting focus on e‐commerce strategies, new business models, and processes, surprisingly little...

... a process to push shared service managers into value‐enhancing initiatives and strategies and how that process helped transform the company’s performance. © MCB UP Limited 2001 Management Strategy Human resource management Organizations Shared service functions such as finance and human...

... the right thing. The name of that ethical conscience is the “ethics office.” Some companies have moved beyond compliance to an integrity‐based approach to ethics management, building a culture that embraces core values and an uncompromising implementation of legal and ethical principles. These guiding...

... of global attention effectively. In this article, the authors discuss three dimensions of management attention: aversion/attraction, captive/voluntary, and front‐of‐mind/back‐of‐mind. Each of these dimensions provides an array of tools to focus management attention. By maximizing each of these dimensions...