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In: Strategic Direction 29 (2012) 1, pp. 20-22

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/10015010785

Leading in cynical times

Posner, B.Z. - In: Strategic Direction 22 (2006) 5

Persistent link: https://www.econbiz.de/10015010914

“Whatever” attitude prevails at HP

In: Strategic Direction 23 (2007) 9, pp. 18-20

impartial comments and places the articles in context. Findings – At one time Hewlett Packard employees felt privileged to work … for such an innovative and outstanding company. A combination of success orientation, technical excellence and business … groups of employees at HP but this was tempered by good inter‐team collaboration and just a healthy dash of competitiveness …

Persistent link: https://www.econbiz.de/10015010186

A job's about passion, not just pay

In: Strategic Direction 24 (2008) 11, pp. 14-16

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/10015010329

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

Transformational leadership @ Apple

In: Strategic Direction 18 (2002) 6, pp. 5-7

In 1985, Steve Jobs, CEO and co‐founder of Apple Computers Inc., was fired for his highly opinionated and visionary approach to management and leadership. In 1997, however, he came back and rescued the company from dire straits … by using the same means for which he was sacked.

Persistent link: https://www.econbiz.de/10015009581

Why your organization could be the next Barings Bank

In: Strategic Direction 18 (2002) 11, pp. 4-6

In February 1995, Simon Jones and Tony Railton of Barings Bank planned a meeting that afternoon with their star Singapore trader, Nick Leeson, to iron out a few financial discrepancies that had arisen in his Far Eastern office. A few minutes after the meeting was confirmed, Leeson made an excuse...

Persistent link: https://www.econbiz.de/10015009629

Ford feels the pressure

In: Strategic Direction 19 (2003) 1, pp. 9-12

The Ford Motor Company is feeling the pressure. Over the last couple of years the world’s second largest car maker has suffered a series of blows ranging from strategy crises to PR disasters which culminated in a massive $5.5 billion loss in 2001. In an effort to get things back on track,...

Persistent link: https://www.econbiz.de/10015009671

Exclusive interview with Jack Welch

In: Strategic Direction 20 (2004) 3, pp. 6-8

Jack Welch is the most admired CEO in the world. His 20‐year reign as the head of General Electric brought the company from bureaucratic behemoth to dynamic and revered powerhouse. During his tenure, GE market value grew from $13 billion to $500 billion. In the process, Welch’s management...

Persistent link: https://www.econbiz.de/10015009770

Jack Welch on outsourcing, budgets and bigness

In: Strategic Direction 20 (2004) 3, pp. 9-11

With Herbert Baum (CEO of The Dial Corporation) as moderator and Jack Welch (former CEO of General Electric) keen to take questions from the audience, this keynote speech was certainly informative and lively. In a typically open and forthright manner, Welch expressed his views on the importance...

Persistent link: https://www.econbiz.de/10015009771

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