You're Not NobodyGoett, Pamela
1996 Journal of Business Strategy
doi: 10.1108/eb039774
Let me tell you about yourself. You're most likely a member of the baby boom generation, and, despite the belttightening 1990s, you're doing pretty well. You're probably a senior manager owner, president, CEO, CFO, or VP with a household income exceeding 90,000. You're very well educated. You almost certainly have a college degree, and odds are very good that you also have a graduate degree. And you're on the road a lot, with at least a dozen domestic trips and one international trip scheduled each year.
SHORT TAKES1996 Journal of Business Strategy
doi: 10.1108/eb039775
With much of corporate America still taking the staffreduction route to boosting profitability, the issue of executive pay has become a focus in the news. So has the issue of managing major downsizing efforts. Facts and figures on IBM and AT&T for 1996 tell an interesting story.
CLIPPINGS1996 Journal of Business Strategy
doi: 10.1108/eb039776
Be wary of bandwagons, involving either trendy industries or hot business concepts. The fit is more important than the glitter. Be wary also, once a bandwagon has been boarded, of jumping off too soon to ride one that looks newer or more attractive. Management by zigzagging around will eventually leave you and your company victims of terminal whiplash, an inability to maintain focus on any growth objective long enough to achieve it.
ReengineeringGary Cook, E.
1996 Journal of Business Strategy
doi: 10.1108/eb039777
When Albemarle Corporation was created as a 2.2 billion spin off of Ethyl Corporation's specialty chemical businesses in 1994, president and COO Gary Cook found himself at the helm of a company that lacked viable strategies for growth. Its production processes were driven by tradition, not the marketplace. Manufacturing and R&D barely communicated, and no one spoke to marketing. Worst of all, no one paid attention to the customer. Clearly radical change was in order, and the order of the day in 1994 was reengineering. Learning as he went, Cook discovered what he called the seven really obvious truths about the much maligned, often mismanaged, and sometimes successful practice of reengineering.
TrendsMullin, Rick
1996 Journal of Business Strategy
doi: 10.1108/eb039778
After shining the guiding light on virtually every major reengineering project undertaken in the last three years, the consulting industry finds itself managing some change and growth of its own. It's occurring on three fronts in particularthe consultant's need to integrate business consulting with information technology system IT design, the increasingly global nature of clients' businesses, and what many call the commoditization of basic reengineering.