Professional Services Fall 2007 I. POSITIONING AND ALIGNMENT a) Developing and Implementing Strategy: Wachtell Lipton Wachtell Why has Wachtell been so successful? - Niche o M&A, hostile takeovers o General counsels, CEOs come to Wachtell when they have a problem - Size: small o 1 office (140 attorneys in 1995, 193 today); organic growth (no mergers/acquisition of other firms & only 2 lateral partners in entire history) o Benefits = control
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Organizational Readiness for Change: A Case Study on Change Readiness in a Manufacturing Company in Indonesia Managing Partner, The Jakarta Consulting Group Faculty of Economics, Tarumanagara University, Jakarta, Indonesia. Alfonsus B. Susanto ABSTRACT In today’s environment, changes are compulsory for an organization in order to survive and stay competitive. Although, planned change is intended to make the organization more effective and efficient, resistance from members of the organization
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Marketing Management 14 PHILIP KOTLER Northwestern University KEVIN LANE KELLER Dartmouth College Prentice Hall Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editorial Director: Sally Yagan Editor in Chief: Eric Svendsen Executive Editor: Melissa Sabella Development Editor: Elisa Adams Director of Editorial Services:
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Summer 2004 GREAT Boards Published by Bader & Associates Governance Consultants, Potomac, MD BOARDROOM BRIEFING CEO selection: getting it right By Sharon O’Malley By the time board Chairman Freddie Burton convened a 12-member search committee to recruit a new chief executive officer for St. John Hospital and Medical Center two years ago, the facility had been through six CEOs in as many years. This time, he vowed, the Detroit hospital’s trustees would take their time deciding on a
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Journal of Change Management Vol. 5, No. 4, 369 –380, December 2005 Organisational Change Management: A Critical Review RUNE TODNEM BY Queen Margaret University College, Edinburgh, UK ABSTRACT It can be argued that the successful management of change is crucial to any organisation in order to survive and succeed in the present highly competitive and continuously evolving business environment. However, theories and approaches to change management currently available to academics and practitioners
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the changes ahead. Size is no longer a guarantee of success. Only those companies that find new ways to create value will prosper in the future. The purpose of this paper is to present a short overview of the automotive industry today and highlight challenges facing the industry. Based on this perspective, we will discuss strategic levers enabling OEMs to transform to on demand enterprises. Introduction Methodology The evolving automotive landscape The on demand challenge Brand management Customer
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Total Quality Management Concepts, Evolution and Acceptability in Developing Economies R.R. Lakhe Shri Ramdeobaba Kamla Nehru Engineering College, Nagpur, India, and Total Quality Management 9 Received March 1993 Revised October 1993 R.P. Mohanty National Institute of Industrial Engineering, Bombay, India Introduction In recent years, Total Quality Management (TQM) has received worldwide attention and is being adopted in many industries, particularly in developed economies. TQM
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adaptive challenges don’t reside in the executive suite. Solving them requires the involvement of people throughout your organization. 2. Identify your adaptive challenge. COPYRIGHT © 2002 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. Adaptive work is tough on everyone. For leaders, it’s counterintuitive. Rather than providing solutions, you must ask tough questions and leverage employees’ collective
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|[pic]SIX SIGMA | | | |As published by Business Standard | |"Hitting a Six Sigma"
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Chapter # 1. Introduction to CRM 1.1 Evolution of CRM Customer Relationship Management (CRM) is one of those magnificent concepts that swept the business world in the 1990’s with the promise of forever changing the way businesses small and large interacted with their customer bases. In the short term, however, it proved to be an unwieldy process that was better in theory than in practice for a variety of reasons. First among these was that it was simply so difficult and expensive to track
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