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  • 1
    Electronic Resource
    Electronic Resource
    Five business-model myths that hold companies back (2001)
    Bradford : Emerald
    Strategy & leadership 29 (2001), S. 13-18 
    Details
    ISSN: 1087-8572
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Most executives are well aware of the acceleration in the pace of business, and they want to know what to do about it. The authors talked with executives in 40 companies about how they are dealing with this issue and identified five business-model myths that are holding these firms back. Companies that have dispelled these misconceptions are not only achieving record profitability they are hitting new highs in the tough business environments that have driven their competitors under. This article describes the five myths and outlines how businesses can become more fluid and ready to respond quickly to change.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/10878570110411330
    Library Location Call Number Volume/Issue/Year Availability
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    Paper (German National Licenses)
    Fulltext
  • 2
    Electronic Resource
    Electronic Resource
    Visible options (2005)
    Bradford : Emerald
    Strategy & leadership 33 (2005), S. 24-30 
    Details
    ISSN: 1087-8572
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Purpose - Evaluating the potential payoff of an individual project in a portfolio, especially an innovative product development initiative, is a chronic problem with no satisfying solution. Because the commonly used tools to measure such opportunities provide limited insights, executives need better decision support technology. Design/methodology/approach - Executives making difficult portfolio funding decisions must answer such questions as which of their projects seem to be most promising, whether they should act now or bide their time, and how much they should pay to stay in the game. Findings - Executives can use the visible options approach to manage initiatives by taking the following steps: review the composition of the project portfolio; crosscheck the announced initiatives with the company's future value; don't leave upside-intensive initiatives on the back burner; and use failure-avoiding management to limit downside risk. Research limitations/implications - The visual options method has yet to be extensively field-tested and researchers need to collect feedback from early adopters. Practical implications - Using visual options techniques, executives can scan a set of initiatives and quickly spot projects inspired by opportunities and those developed in response to threats; the projects with big potential future outcomes and those that have only modest prospects. They can now see urgent opportunities with windows that are closing rapidly as well as the proximate threats that are often easier to recognize. Originality/value - First full description of the visible options technique. A visible options tool that displays the potential benefits of projects more graphically and gives a more complete picture of possible results over time could help managers make more effective decisions.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/10878570510616852
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    Paper (German National Licenses)
    Fulltext
  • 3
    Electronic Resource
    Electronic Resource
    Business transformation through outsourcing (2002)
    Bradford : Emerald
    Strategy & leadership 30 (2002), S. 23-28 
    Details
    ISSN: 1087-8572
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Outsourcing is rapidly evolving beyond the simple reengineering of support processes. For many companies, outsourcing partnerships are being used to achieve rapid, sustainable improvement in enterprise-level performance. More specifically, in addition to the baseline value of reducing costs and offloading unimportant activities, partnership with an outsourcing vendor can be used to gain access to competitive skills, improve service levels, and increase the company's ability to respond to changing business needs. To classify an outsourcing program as truly "business transformation", it must change the way the client company works by using outsourcing to achieve a rapid, sustainable radical improvement in performance - as measured by dramatic growth, market repositioning or rapid diversification. The resulting performance improvement can be measured in dramatic gains in share price, market position and return on capital. In short, it is a comprehensive approach that seeks to create new capabilities and then use them to achieve a clear strategic objective. Business transformation outsourcing achieves results by integrating five essential process components: top-level leadership, bold strategic agenda, innovative financial structure, outsourcing to transform critical processes, and focus on enterprise outcomes.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/10878570210435342
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    Paper (German National Licenses)
    Fulltext
  • 4
    Electronic Resource
    Electronic Resource
    Outsourcing as a strategy for driving transformation (2004)
    Bradford : Emerald
    Strategy & leadership 32 (2004), S. 26-31 
    Details
    ISSN: 1087-8572
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This article demonstrates how a few leading edge companies have successfully implemented an outsourcing strategy to drive radical change and enterprise transformation. A strategy of transformational outsourcing seeks a rapid, sustainable, step-change improvement in enterprise-level performance. When should firms consider transformational outsourcing as a strategic option or imperative? Accenture research highlights at least four contingencies - for scaling up rapidly, for removing the constraints to break-through growth, for catalyzing broad cultural change, and for radical renewal. A case study shows how by outsourcing their entire maintenance staff, the senior leadership at a large New Zealand pulp and paper mill initiated a two-phase project to first reduce their workforce and then set the stage for a company-wide change in their relationship with their unions. In "phase 1," instead of continuing to battle with their heavily unionized maintenance workforce, mill management partnered with a global maintenance services provider that will take over the function. The deal set the stage for "phase 2," during which the firm switched many of its other workers from hourly to salaried status. As a result the mill has taken a giant step forward in productivity, cost structure, and flexibility.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/10878570410568884
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    Paper (German National Licenses)
    Fulltext
  • 5
    Electronic Resource
    Electronic Resource
    Bank mergers: Integration and profitability (1993)
    Springer
    Journal of financial services research 7 (1993), S. 35-55 
    Details
    ISSN: 1573-0735
    Source: Springer Online Journal Archives 1860-2000
    Topics: Economics
    Notes: Abstract The Treasury Department's 1991 recommendations for financial service reform would have allowed interstate branching by banks, eliminating the requirement that banking companies form a separate subsidiary for each state in which they do business. Supporters of the proposal argue that allowing bank holding companies to merge their subsidiary banks would improve performance. We tested this proposition by studying the before- and-after performance of all bank mergers in the New England states between 1982 and 1987. In the aggregate, merging banks did not achieve significant improvements in operating profits relative to other banks during the first two years after a merger. It is important to distinguish, however, between mergers of newly acquired banks and mergers of banks acquired earlier by the holding company. Mergers of previously acquired banks performed significantly better than mergers of newly acquired banks and, measured by operating return on assets, achieved significant performance improvements relative to the industry.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1007/BF01048339
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    Paper (German National Licenses)
    Fulltext
  • 6
    Unknown
    Outsourcing for radical change : a bold approach to enterprise transformation (2004)
    New York : AMACOM
    Details
    Keywords: Contracting out.
    Pages: xviii, 270 p.
    ISBN: 0-8144-2782-0
    URL: http://www.netLibrary.com/urlapi.asp?action=summary&v=1&bookid=107003
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    E-Book (German National Licenses)
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