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CLIPPINGS

CLIPPINGS "You read a book from beginning to end. You run a business the opposite way. You start with the end, and then you do everything you must to reach it."—Harol d Geneen By contrast, successful start-ups, such dent of Sunbeam's outdoor leisure "Don't buy anything."... as Excite (Internet media), Amgen group ] walked into [Chairman With Dunlap's indignant refusal (biotechnology), and Tivoli (network Albert] Dunlap's office and asked to give him a P&L, Feraco conclud­ management software), grew and him for a P&L for the business. Big ed that he had made a serious mis­ prospered under the constraints of Al's reply was the same as [Dun- take. It did not take him long to venture capital-style funding. lap's second-in-command Russell] size up the game he had unwittingly Kersh's days earlier. entered. The channel stuffing "was "Why do you need that?" asked a smoke screen to get the company Dunlap. sold," Feraco believed. "I can't even Management "I want to know where we stand," begin to tell you how much pres­ Feraco replied. sure there was. Al had a very imma­ Rule 1: Keep 'Em in "That's a bunch of crap. Just go tur e approach to business. He the Dark and do your job," Dunlap ordered. believed that if you banged on the From Chainsaw: The Notorious Feraco left the office and immedi­ table enough, screamed at enough Career of Al Dunlap in the Era of ately called his wife, Joan, on her cell people, you would scare them into Profit-at-Any-Price, by John A. Byrne, phone. She was out with a real estate what you wanted. Al coerced the HarperBusiness, New York, 1999. agent, looking for a new home to staff of people there. He said, 'If you move the family from Lake Forest, stick with me, we'll ride this stock up Two days later, on Wednesday, Illinois, to Florida. and everyone will make a ton of [Frank Feraco, newly hired presi­ "Stop the presses," he told her. money.'" ♦ I Applying Information Age Principles to a Network of Partners Information ABB Principle What It Means Within a Business Network What It Means Within a Company Information Awareness Ensuring that each part of the organi­ Determining own core competencies relative to zation captures the external informa­ partners; identifying appropriate partners with tion it needs quickly and accurately. similar objectives and complementary skills. Giving decision-making authority to Matching the knowledge of partners with their Effective Decision Architecture the people with the best information decision-making role in the network. and perspective. Ensuring that each part of the organi­ Integrating key partners tightly into the business Knowledge Dissemination zation knows what it needs to know processes and information flows, and providing when it needs to know it. effective feedback. Organizational Focus Fighting information overload and Letting each participant focus on its core complexity by limiting the scope of competencies and leaving the rest to partners; prioritizing and structuring external partnerships the business. to maximize benefits of top-tier relationships. From: Survival of the Smartest: Managing Information for Rapid Action and World-Class Performance, by Haim Mendelson and Johannes Ziegler, John Wiley & Sons, New York, 1999. Journal of Business Strategy | 7 http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Business Strategy Emerald Publishing

CLIPPINGS

Journal of Business Strategy , Volume 20 (5): 1 – May 1, 1999
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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0275-6668
DOI
10.1108/eb040021
Publisher site
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Abstract

"You read a book from beginning to end. You run a business the opposite way. You start with the end, and then you do everything you must to reach it."—Harol d Geneen By contrast, successful start-ups, such dent of Sunbeam's outdoor leisure "Don't buy anything."... as Excite (Internet media), Amgen group ] walked into [Chairman With Dunlap's indignant refusal (biotechnology), and Tivoli (network Albert] Dunlap's office and asked to give him a P&L, Feraco conclud­ management software), grew and him for a P&L for the business. Big ed that he had made a serious mis­ prospered under the constraints of Al's reply was the same as [Dun- take. It did not take him long to venture capital-style funding. lap's second-in-command Russell] size up the game he had unwittingly Kersh's days earlier. entered. The channel stuffing "was "Why do you need that?" asked a smoke screen to get the company Dunlap. sold," Feraco believed. "I can't even Management "I want to know where we stand," begin to tell you how much pres­ Feraco replied. sure there was. Al had a very imma­ Rule 1: Keep 'Em in "That's a bunch of crap. Just go tur e approach to business. He the Dark and do your job," Dunlap ordered. believed that if you banged on the From Chainsaw: The Notorious Feraco left the office and immedi­ table enough, screamed at enough Career of Al Dunlap in the Era of ately called his wife, Joan, on her cell people, you would scare them into Profit-at-Any-Price, by John A. Byrne, phone. She was out with a real estate what you wanted. Al coerced the HarperBusiness, New York, 1999. agent, looking for a new home to staff of people there. He said, 'If you move the family from Lake Forest, stick with me, we'll ride this stock up Two days later, on Wednesday, Illinois, to Florida. and everyone will make a ton of [Frank Feraco, newly hired presi­ "Stop the presses," he told her. money.'" ♦ I Applying Information Age Principles to a Network of Partners Information ABB Principle What It Means Within a Business Network What It Means Within a Company Information Awareness Ensuring that each part of the organi­ Determining own core competencies relative to zation captures the external informa­ partners; identifying appropriate partners with tion it needs quickly and accurately. similar objectives and complementary skills. Giving decision-making authority to Matching the knowledge of partners with their Effective Decision Architecture the people with the best information decision-making role in the network. and perspective. Ensuring that each part of the organi­ Integrating key partners tightly into the business Knowledge Dissemination zation knows what it needs to know processes and information flows, and providing when it needs to know it. effective feedback. Organizational Focus Fighting information overload and Letting each participant focus on its core complexity by limiting the scope of competencies and leaving the rest to partners; prioritizing and structuring external partnerships the business. to maximize benefits of top-tier relationships. From: Survival of the Smartest: Managing Information for Rapid Action and World-Class Performance, by Haim Mendelson and Johannes Ziegler, John Wiley & Sons, New York, 1999. Journal of Business Strategy | 7

Journal

Journal of Business Strategy – Emerald Publishing

Published: May 1, 1999

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