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Forecasting technology innovation
In: Strategic Direction 20 (2004) 9, pp. 34-36
transfer from invention to innovation has often not been achieved by UK businesses with the result that the economy has failed …, this potential has been consistently wasted. The fact is that despite an almost unparalleled track record on invention, the …
Persistent link: https://www.econbiz.de/10015009833
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Evaluating improvement programs
In: Strategic Direction 18 (2002) 3, pp. 10-12
While many companies continually seek to improve their organizational practices or market positions through improvement programs and quality initiatives, very few actually make the effort to evaluate the effectiveness of such measures. Despite the obvious benefits, not many organizations...
Persistent link: https://www.econbiz.de/10015009556
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Developing strategy in the age of the Internet
In: Strategic Direction 18 (2002) 7, pp. 28-30
Whatever happens, stay focused on your vision, mission and core values, even when other companies are frantically trying to jump on (or off) the Internet bandwagon. That is the core message on how to develop a business strategy when the general business environment is turbulent. Easier said than...
Persistent link: https://www.econbiz.de/10015009598
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MaST’s 5‐S journey to a smarter operation
In: Strategic Direction 19 (2003) 1, pp. 30-32
The history of human endeavor reveals that change can take place in unorthodox ways. A move to implement change in one direction can sometimes suggest a way forward down a completely different route. The same is true of organizational change. When the board of management at the Australian office...
Persistent link: https://www.econbiz.de/10015009677
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Siemens and SAP: when two worlds collide
In: Strategic Direction 21 (2005) 7, pp. 8-10
. Findings – Investigating the experiences of Siemens (Australia) helps signpost the potential benefits and challenges any other …
Persistent link: https://www.econbiz.de/10015009922
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Staying local while going global
In: Strategic Direction 24 (2008) 7, pp. 9-12
Purpose – Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the...
Persistent link: https://www.econbiz.de/10015010283
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Profiting from the best of both worlds
In: Strategic Direction 25 (2009) 9, pp. 19-22
Purpose – Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the...
Persistent link: https://www.econbiz.de/10015010426
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“Don't take sides against the family”
In: Strategic Direction 26 (2010) 1, pp. 11-12
independent writer who adds their own impartial comments and places the articles in context. Findings – In Australia there are two … main players in the Brewery sector: Foster's Group and Lion Nathan. But Coopers Brewery, founded in 1862 in South Australia … turnover, compared to the 4.4 percent increase in Australia's beer sales. So how did they do it? This article explains how …
Persistent link: https://www.econbiz.de/10015010453
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The plaza of the people
In: Strategic Direction 27 (2011) 1, pp. 32-34
Federation Square in Melbourne, Australia. It particularly focuses on community ownership and flexible use of space. Practical …
Persistent link: https://www.econbiz.de/10015010570
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Successful process change at AustGov
In: Strategic Direction 28 (2012) 5, pp. 16-18
Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments...
Persistent link: https://www.econbiz.de/10015010716