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BNET Business Dictionary
- Management
- the use of professional skills for identifying and achieving organizational objectives through the deployment of appropriate resources. Management involves identifying what needs to be done,...
- Management definition on BNET »
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- The Innovator's Battle Plan
- From the executive summary: ‘When companies have the same capabilities and motivation, they care about the battle and have the necessary skills to fight it. Asymmetries of motivation occur when one firm wants to do something that another firm specifically does not want to do. Asymmetries of skills occur when...
- White papers 2004-09-06
- Why Innovations Sit On The Shelf
- Innovation is the key to a company’s success. However, most companies restrain from the idea due to the adverse implications it would have on the organizational work. The most effective way to apply innovation techniques in the organization is to encourage open and honest conversation between the employees and the...
- White papers 2004-07-19
- Leveraging Your Team's Interpersonal Skills
- Observations suggest that every person in an organization possesses some amount of interpersonal skills. It is the onus of the managers to boost the organization’s productivity by judiciously utilizing the skills of the employees. The interpersonal skills help in undertaking personnel choices, project assignments, and career development. The manager must...
- White papers 2004-06-14
- Four Ways To Innovate In Operations
- From the executive summary: ‘Operational innovation should not be confused with operational improvement or operational excellence. Those terms refer to achieving high performance via existing modes of operation: ensuring that work is done as it ought to be to reduce errors, costs, and delays but without fundamentally changing how that...
- White papers 2004-05-10
- The Secrets Of Great Due Diligence
- From the executive summary: ‘Deal making is glamorous; due diligence is not. The aforesaid simple statement goes a long way towards explaining why so many companies have made so many acquisitions that have produced so little value. Although, big companies often make a show of carefully analyzing the size and...
- White papers 2004-05-03
- A Clear Eye For Innovation
- From the executive summary: ‘Today’s dynamic business scenario requires executives to explore new opportunities even as they work diligently to exploit existing capabilities. However, few companies do it well. Most successful enterprises are adept at refining their current offerings, but they falter when it comes to pioneering radically new products...
- White papers 2004-04-26
- Managing Execs Who Didn't Get The Promotion
- From the executive summary: ‘Power, control, ego, and pride seem to account for lion's share of business behavior. Emotions at the top are propagated throughout the ranks; problems below may simply reflect problems at the top. It sounds like what one really wants is a healthy company. A healthy company...
- White papers 2004-03-22
- It's Time To Grow - The Right Way
- Today's growth initiatives must be ever mindful of the hard-won efficiency lessons of the past several years. Strategies in vogue during the last growth cycle -- boosting revenues through mergers and acquisitions, even if they lacked strategic rationale, or using price cuts to gain market share without creating corresponding savings...
- White papers 2004-03-15
- Retooling 360s For Better Performance
- From the executive summary: ‘The 360-degree feedback tool combines input from supervisors, peers, and direct reports to provide a broad perspective on an employee's strengths and developmental needs. It has insinuated itself into the performance appraisal processes at an increasing number of companies. But as some firms are discovering, the...
- White papers 2004-02-23
- Got A New Strategy? Now Make It Happen
- From the executive summary: ‘Despite widespread rhetoric about the need for organizational agility, an astonishing number of businesses stay stuck in neutral when they need to implement a new strategy’. The paper outlines a procedure to overcome hindrances encountered while implementing new strategies in an organization.
- White papers 2004-02-09
- Action-Training For Effective Change
- From the executive summary: ‘Change management presents a major obstacle to many executives seeking to unlock the large latent profits inherent in their companies. Profitability management, the theme of the paper, is all about greatly improving a company's performance without the need for capital expenditures. However, profitability improvement requires effective...
- White papers 2004-02-02
- What Developing-World Companies Teach Us About Innovation
- Innovation refers to the application of creative ideas to organizational processes and products and come up with cutting-edge products and efficient processes. Innovation is an effective tool to gain sustainable competitive advantage. The paper argues that innovation is not only the domain of developed-world companies and many developing-world companies are...
- White papers 2004-01-26
- Creative Recombination: Use What You Have
- From the executive summary: ‘Every time a firm pursues an existing or new strategy by reusing, redeploying, or recombining aspects of its people, networks, culture, structures, or processes, rather than destroying them and recreating them from scratch. Thus, instead of downsizing, it is essential to redeploy the people's talents. Rather...
- White papers 2004-01-26
- Moving Beyond The Core Business
- From the executive summary: ‘Leadership businesses have the most to lose in adjacency expansions. Their valuable core franchises would be put at risk by major forays into the wrong adjacency or by premature abandonment of the core as an investment vehicle. And this risk is compounded by the abundance of...
- White papers 2004-01-12
- The Politics of Innovation
- The Article describes what FDA is doing to bridge the gap between the high cost of innovation and patients’ demand for lower prices. It emphasizes that government plays a critical role in improving the pathway between scientific breakthroughs and bringing affordable drugs to patients. It is not surprising that there...
- White papers 2003-11-17
- Globalization: The Strategy of Differences
- Ten years ago, globalization seemed unstoppable. Today, the picture looks very different. In many if not most cases, companies see globalization as a matter of taking a superior by assumption business model and extending it geographically, with necessary modifications, to maximize the firm's economies of scale. From this perspective, the...
- White papers 2003-11-10
- Great Leadership for Great Teams
- In great teams, each member brings their best to the party. They only do the things they're best at, and they do them superbly. The work gets divided to play to each person's strengths. Article states that mental traits become great strengths when matched with the right challenge. It suggests...
- White papers 2003-10-27
- Getting A Handle On Employee Motivation
- An organization can boost up the working performance by motivating the employees to express views regarding the organizational matters. The company should encourage employees to seek solution to their problems. The process would result in healthy communication flow within the organization and add fairness to the organization’s abilities. A person...
- White papers 2003-10-20
- Do the Right Thing
- A question, which often arises, is what does it mean to run a company with strong values? How does a commitment to "do the right thing" as it is applied to employees, customers, and other stakeholders affect an organization's daily decision making? Developing and living with a set of principles,...
- White papers 2003-09-29
- The Lessons of New-Market Disruption
- This article is a case study about two companies. It was seen that Teradyne was successful. Hewlett-Packard was not. The paper writes about how two companies had such different results with disruptive innovation. In the early 1990s, both Teradyne and Hewlett-Packard identified new technologies that had enormous potential to cause...
- Case studies 2003-09-15
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