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How NTT DoCoMo created Japan’s mobile Internet

In: Strategic Direction 18 (2002) 11, pp. 18-20

In 1996, Koji Oboshi, president of NTT DoCoMo, foresaw that the demand for new mobile phones would soon peak unless mobiles were developed with new capabilities and services so that consumers would trade in their old mobile for a new, improved one. NTT DoCoMo is Japan’s leading mobile...

Persistent link: https://www.econbiz.de/10015009634

Salesforce.com beats the “entropic” effect

In: Strategic Direction 28 (2012) 4, pp. 26-28

Purpose – This article aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies. Design/methodology/approach – The briefing is prepared by an independent writer who adds their own impartial comments...

Persistent link: https://www.econbiz.de/10015010709

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

What makes a strategy work?

In: Strategic Direction 19 (2003) 11, pp. 4-6

“It ain’t what you do, it’s the way that you do it – that’s what gets results”: words from a 1980s pop song that also happen to be sound business advice. After all, merely having a good strategy does not guarantee success. It must also be properly implemented. And with one study...

Persistent link: https://www.econbiz.de/10015009659

How Chase Manhattan made BPR fit the bill

In: Strategic Direction 19 (2003) 2, pp. 25-27

The idea that businesses faced with the need for radical change should eschew performance improvement projects is clearly nonsense. However, it has been estimated that almost 70 percent of re‐engineering projects fail. In the face of such statistics pessimists might be inclined to opt for the...

Persistent link: https://www.econbiz.de/10015009686

Who murdered strategy?

Speculand, Robin - In: Strategic Direction 27 (2011) 9, pp. 3-5

strategy implementation is extremely difficult and that they habitually underestimate its challenges. They perceive crafting …

Persistent link: https://www.econbiz.de/10015010642

Synchronized execution for speedy projects

Gupta, S. - In: Strategic Direction 26 (2010) 9

Persistent link: https://www.econbiz.de/10015011591

IKEA has the last laugh

In: Strategic Direction 30 (2014) 3, 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 and...

Persistent link: https://www.econbiz.de/10015012113

What makes leaders more effective?

In: Strategic Direction 32 (2016) 1, pp. 32-34

Persistent link: https://www.econbiz.de/10015013158

Bridging the strategy implementation skills gap

Speculand, Robin - In: Strategic Direction 30 (2014) 1, pp. 29-30

must be able to craft and implement strategy as well as stay constantly committed to its implementation through follow up …. They are also responsible for creating the right conditions for the implementation and making adjustments as required … Practical implications – Offers five practical recommendations for successful strategy implementation. Originality/value – This …

Persistent link: https://www.econbiz.de/10015013407

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