Journal of Business Strategy

1995 Journal of Business Strategy

doi: 10.1108/eb039682

Everywhere you turn these days, there's corporate unrest. No one wants to dress up anymore. Everyone wants to work out of his car. Plateaued middle managers spend their working hours scanning the pages of Entrepreneur for franchise opportunities. Running that inn in Vermont seems real attractive.

1995 Journal of Business Strategy

doi: 10.1108/eb039683

They just keep coming and coming. Here's the latest roundup of books writtenallegedlyto make leading businesses and planning corporate futures a more rational task.

1995 Journal of Business Strategy

doi: 10.1108/eb039684

Tomorrow's planning departments will be analogous to hospital emergency rooms, says Roger Nagel, author of Agile Competitors and Virtual Organizations. Nagel, who is also the deputy director of the laccoca Institute in Bethlehem, Pennsylvania, explains his comparison A hospital's ER has to know the community and has to be able to respond to anything from a heart attack to a drug overdosethings that cannot be predicted with certainty.

1995 Journal of Business Strategy

doi: 10.1108/eb039685

From Built to Last Successful Habits of Visionary Companies, by James C. Collins and Jerry I. Porras. Published by Harper Business, New York. The authors analyzed today's premier institutionsfounded before 1950in contrast to their then and current competitors. Average founding date 1897 median 1902. Oldest organization Citicorp, founded 1812 youngest WalMart and Sony, both founded 1945.

Spiker, Barry K.; Lesser, Eric

1995 Journal of Business Strategy

doi: 10.1108/eb039686

More and more companies today are seeking to transform themselves from costoriented organizations to growthoriented organizations. They are, however, running up against a massive barrier their own corporate cultures. Having pursued an agenda of streamlining and downsizing for years, they now find themselves saddled with an inwardlooking, riskaverse cultureone that is incompatible with the innovation and customer focus essential to growth.

Kelly, James

1995 Journal of Business Strategy

doi: 10.1108/eb039687

Three passions have ruled the life of Brian Pitman since he became chief executive of Lloyds Bank in 1983 a hunger for shareholder value, a conviction that it is only won through customer service, and a belief in the power of performancerelated rewards to mobilize human energy.

Ready, Douglas A.

1995 Journal of Business Strategy

doi: 10.1108/eb039688

Executive education is no longer a perk. It's a company's most important strategic hope for survivalall over the world.

Unruh, Christine

1995 Journal of Business Strategy

doi: 10.1108/eb039689

Burnt by the foibles of celebrity spokespeople, more and more companies are turning their corporate images and fortunes over to animated characters. Is that a good strategic move Tony, for one, thinks it's GGGGGreat

Brady, Anna

1995 Journal of Business Strategy

doi: 10.1108/eb039690

What can big business learn from small business Plenty. But bewarethe same mistakes can kill any company, any size.

1995 Journal of Business Strategy

doi: 10.1108/eb039691

WHEN MEASURING A COMPANY'S STRENGTH, A CAREFUL analysis of cash flow can be just as meaningful as the income statement. Owners must understand cash flow to get the most from their investments. Managers use it to spotlight strengths and weaknesses within their spheres. Suppliers often want to see it to make sure new customers can pay them. And customers sometimes check it to ensure that key vendors will be around for awhile.