Meeting the Challenge of Disruptive Change by Clayton M. Christensen and Michael Overdorf HARVARD BUSINESS REVIEW March-April 2000 T HESE ARE SCARY TIMES FOR MANAGERS in big companies. Even before the Internet and globalization‚ their track record for dealing with major‚ disruptive change was not good. Out of hundreds of department stores‚ for example‚ only oneDayton Hudson-became a leader in discount retailing. Not one of the minicomputer companies succeeded in the personal computer business
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lessen your store assets to some extent or can even put you to the time of bankruptcy. This is the spot restorative scope comes into picture. Buying a medicinal scope may cost you a ton‚ however not having it at all can cost you a great deal more. Clinic
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The Green Field Primary Care Clinic (GFPCC) has been experiencing discrimination in its workplace. The clinic is a part of the Winnipeg Regional Health Authority (WRHA) and is run by an executive director (ED). Several employees have complained that racism is present in the workplace. The GFPCC has a staff of nineteen people‚ it consists of one ED‚ five doctors‚ five nurses‚ two social workers‚ one nurse practitioner‚ and five administrative assistants. The staff is predominantly female‚ with only
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A Multi-agent Framework for a Web-based Decision Support System Applied to Manufacturing System 1‚ 2 Bessedik Imène1 and Taghezout Noria2 Department of Computer Science‚ University of Oran‚ 1 imeneinf2006@yahoo.fr 2 taghezoutnour@yahoo.fr Abstract. The Combination between Web services and software agents provides a promising computing paradigm for efficient service selection and integration of inter-organizational business processes. This paper proposes an agent-based Web DSS; the
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Free Clinic is typical of the types of employee fraud that happens day in and day out at many organizations. It was nothing overly sophisticated and demonstrated how insiders who know the peculiarities of differing requirements use their knowledge for their own enrichment. A former CFO of the clinic took advantage his knowledge that requires nonprofits receiving federal grants to return any unspent money. This money is supposed to go directly to a federal office. However at the free clinic‚ authorities
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UHS Walk-In Clinic Case Analysis 1. Draw a process flow diagram of the post-triage system. Compare waiting times for the pre-triage and the post-triage systems. Is the new system an improvement over the old? See Flow Chart attached. No‚ it did not improve the process. The new triage did not meet the intended goals of off-loading patients to NPs and the overall throughput time did not change. 2. Analyze the available MD and NP capacity. How effective is the clinic in matching supply and
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Yang Jianguo was recently promoted from country manager for China to global head of product development at a staid French perfume maker. He was chosen for his technical smarts and his knowledge of emerging markets - a critical avenue for growth‚ given that sales in the company’s core markets have stalled. Eager to succeed in his new role in Paris‚ Jianguo has lots of fresh ideas‚ but they seem to be falling on deaf ears. Members of the executive team‚ for their part‚ find Jianguo to be largely indifferent
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www.hbr.org The Threat of Global Gridlock by George Stalk‚ Jr. Reprint R0907T This article is made available to you with compliments of BCG. Further posting‚ copying or distributing is copyright infringement. The Threat of Global Gridlock COPYRIGHT © 2009 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. by George Stalk‚ Jr. As our worldwide transportation network becomes less and less able to support the demands of a global economy‚ we’re heading straight into a crisis
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WORK-LIFE BALANCE Your Late-Night Emails Are Hurting Your Team by Maura Thomas MARCH 16‚ 2015 Around 11 p.m. one night‚ you realize there’s a key step your team needs to take on a current project. So‚ you dash off an email to the team members while you’re thinking about it. No time like the present‚ right? Wrong. As a productivity trainer specializing in attention management‚ I’ve seen over the past decade how after-hours emails speed up corporate cultures — and that‚ in turn‚ chips away at creativity
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Introduction Bed Bath & Beyond (BBBY) was founded in 1971 by Warren Eisenberg and Leonard Feinstein. BBBY held its initial public offering in June 1992‚ on the NASDAQ exchange. The company utilizes the “big box” retail concept and focuses its product offerings around domestics merchandise and home furnishings. Since its IPO BBBY has been favored by equity investors and long considered one of the best performing retail companies. They have never missed an earnings estimate and have experienced
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