comprehensive level of collaboration from the very first day, and they were sure that Gordon was withholding information from them that would allow their small company to realize greater cost savings sooner. Always taking a conservative approach to new initiatives, Gordon had been adamant that the pilot program would only take a
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“client” computers—the strategic business units (SBUs) and regional business units (RBUs) in Acer’s organizational metaphor—were capable of complete independence but could also take on the “server” role, adding value for the entire network. To Shih, proof of the client-server structure’s potential had come with the 1995 introduction of the Aspire multimedia home PC. Created by Acer America Corporation (AAC), Acer’s U.S. marketing subsidiary and one of Acer’s five RBUs, this new product confirmed Shih’s
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THE PDMA HANDBOOK OF NEW PRODUCT DEVELOPMENT T HIRD E DITION Kenneth B. Kahn, Editor Associate Editors: Sally Evans Kay Rebecca J. Slotegraaf Steve Uban JOHN WILEY & SONS, INC. Cover image: © Les Cunliffe/iStockphoto Cover design: Elizabeth Brooks This book is printed on acid-free paper. Copyright © 2013 by John Wiley & Sons, Inc. All rights reserved Published by John Wiley & Sons, Inc., Hoboken, New Jersey Published simultaneously in Canada No part of this publication may
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never has been as easy to accept, as the change agent would prefer. Niccolo Machiavelli said, “There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things” (Kaplan, J. ed. 1992, p. 136). Several areas related to organizational development and leadership style are evident in the scenario. Internal communication or lack thereof can make or break an organization in transition. At Gene
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THE TOOLS OF STRATEGY ANALYSIS Step 2 Appraising Resources and Capabilities Step 3 Developing Strategy Implications l Developing Resources and Capabilities The Relationship between Resources and Capabilities Replicating Capabilities Developing New Capabilities Approaches to Capability Development l Summary l Self-Study Questions l Appendix: Knowledge Management and the Knowledge-based View of the Firm l Notes Introduction and Objectives In Chapter 1, I noted that the focus of strategy
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Leadership Development Seminars and ECQ-based Readings The success or failure of any endeavor depends on leadership. Now, more than ever before, we need leaders in our organizations and in our world. Great leaders create and communicate a vision and move people into action to achieve it. They ignite our passion and inspire us to do our best. Government leaders in the 21st century are experiencing change at a more rapid pace than previous generations. Rapid advances in technology have expanded
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MANAGER……………………………………….1 LECTURE 2 HOW TO APPLY THE KEY IDEAS IN YOUR WORK……..……………9 LECTURES 3 PROBLEM SOLVING AND DECISION MAKING……..………………….16 LECTURE 4 PLANNING I…………………………………………………………………...22 LECTURE 5 PLANNING II..…………………………………………………………………26 LECTURE 6 STRATEGIC PLANNING………………....…………………………………30 LECTURE 7 OPERATIONAL PLANNING…………..……………………………………37 LECTURE 8 HUMAN RELATIONS & MOTIVATION…………………………………..40 LECTURE 9 INDIVIDUAL MOTIVATION……………………………………………….43 LECTURE 10 INFLUENCE OF
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Five Star Value Carrier: Business Transformation Plan (BTP 2) Disclaimer This Business Transformation Plan (BTP 2) document is issued to staff and external stakeholders with the following disclaimer in line with Bursa Malaysia guidelines: 1. These headline Key Performance Indicators (KPIs) in the BTP 2 are targets/aspirations set by Malaysia Airlines to reflect transparent performance management practices. To all intents and purposes, financial figures referred to as ‘forecasts’ and ‘estimates’
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in the form of direct investment and joint ventures, but they need also to develop cross-border buyersupplier relations. These trends also provide opportunities for the sharing of risks and costs in R&D and production. Globalization is driven by strategic alliances that reflect a shift of company strategies. Globalization is an increasingly important aspect of the automobile industry. In the past decades, the automobile industry has been one of the mains driving forces in globalization. The pattern
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Introduction to E-business To Debbie and Richard Introduction to E-business Management and strategy Colin Combe AMSTERDAM BOSTON HEIDELBERG LONDON NEW YORK PARIS SAN DIEGO SAN FRANCISCO SINGAPORE SYDNEY Butterworth-Heinemann is an imprint of Elsevier OXFORD TOKYO Butterworth-Heinemann is an imprint of Elsevier Linacre House, Jordan Hill, Oxford OX2 8DP 30 Corporate Drive, Suite 400, Burlington, MA 01803 First edition 2006 Copyright ß 2006, Elsevier Ltd. All rights reserved
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