Harvard Business Review Jb revitalize corporate performance‚ we need a whole new model of strategy. May-funel989 STRATEGIC INTENT by Gary Hamel and C.K. Prahalad "oday managers in many industries are working hard to match the competitive advantages of their new global rivals. They are moving manufacturing offshore in search of lower labor costs‚ rationalizing product lines to capture global scale economies‚ instituting quality circles and justin-time production‚ and adopting Japanese
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approaches in use by Japanese firms which have allowed them to have sustained success. Strategic Intent and Characteristics As indicated in the article‚ Japanese companies “began with ambitions that were out of all proportion to their resources and capabilities”‚ but “created an obsession with winning at all levels of the organization and then sustained that obsession over the 10- to 20-year quest for global leadership”. Inspired by this obsession‚ the concept of “strategic intent” is introduced to the
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Sigma program has its roots in a corporate method of eliminating wasted time‚ money and material. Lean Six Sigma integrates two independently developed improvement tools: Lean and Six Sigma. Lean is an outgrowth of the Toyota production system‚ and focuses on increasing efficiency and reducing cycle time by the elimination of waste. Six Sigma was developed by Motorola beginning in the 1970s as an approach to improving quality and effectiveness through statistical control. Its roots go back more than
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Nowadays‚ when we hear the term “Hypertext” there is one typical image that comes to mind; underlined text in blue color. We can safely assume that 99.9% of people interacting with computers recognize this text format‚ and are subconsciously driven to interact with it (click). Officially‚ we call “Hypertext” the kind of text that is displayed on a computer or other electronic device with references (hyperlinks) to other text that the reader can immediately access‚ usually by a mouse click or key-press
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Quality THE MANAGEMENT AND CONTROL OF QUALITY‚ 5e‚ © 2002 South-Western/Thomson LearningTM 2 The Xerox Transformation 1. What aspects of Xerox’s management practices would support the results they obtained? How do these practices lead to accomplishing the three Leadership Through Quality objectives? 2. Discuss the meaning of Quality is a race without a finish line. What is its significance to Xerox‚ or to any organization? THE MANAGEMENT AND CONTROL OF QUALITY‚ 5e‚ © 2002 South-Western/Thomson LearningTM
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opportunities that the organization can exploit‚ and threats that it must counteract. The same environment can present opportunities to one organization and pose threats to another in the same industry because of their different resources and capabilities. For example‚ southwest Airlines has prospered in a turbulent industry‚ while
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an organization‚ it has become apparent that CEO Anne Mulcahy used her experience of 24 years in Xerox to exemplify the organizational structure and focus on maintaining the original goals of the company by using effective communication to gain trust with individual employees while gaining control of the organization (Vollmer‚ 2004). Anne Mulcahy spent the first 90 days of her tenure as CEO for Xerox traveling worldwide to the different
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their training. In other words it’s a “Management approach that works horizontally across an organization‚ involving all departments‚ employees‚ and extending backward and forward to include both suppliers and clients/customers.” TQM notion was developed based on the teachings of American management professionals corresponding to W. Edwards Deming‚ Joseph M. Juran‚ and Armand V. Feigenbaum‚ but they obtained very little success in the U.S; however in Japan‚ mangers embraced their idea strongly and
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navigation of the web site that makes it efficient and effective for delivering information to the user (IS Solutions‚ 2003). 3 The approach of taking down the web site and replacing it with an entirely new web site was rejected. Instead‚ they developed major upgrades and additions to the existing web site to improve the functionality and userfriendliness for both consumers and Toyota business
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for display screens and printers. * By 1992‚ revenues from two distinct line of business- Retail sales ($18mn) and OEM sales ($12mn). \\ The new President joins // * Jim Sole appointed as president in January 1992 * Worked with IBM and Xerox for roughly 20 years in a variety of sales management positions. * Also‚ worked as a president of a small company that made electronic publishing equipment. * Spent two years doing consulting for electronic and printing industries before joining
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