With the global economic crisis gathering pace and downsizing becoming increasingly prevalent, Tara Weiss of Forbes.com discusses the thorny issue of managing a reduced workforce.
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On BusinessWeek.com, Rosabeth Moss Kanter of HarvardBusiness.org discusses how denial can prevent necessary change and describes four tools that can be used to defeat the deniers.
Those wishing to avoid or combat denial can make use of these:
There’s an affliction you could be at risk of contracting. It affects many people in positions of power and the symptoms include “a tendency toward isolation, belief that you’re smarter than others, preference for loyalists, aversion to changing course even in the face of failure – and love of royal treatment”.
Can Western businesses survive the recession with cost-innovation strategies used in emerging markets?
According to Peter J. Williamson and Ming Zeng, writing for the Harvard Business Review, Western businesses can cope better in these recessionary times by adopting cost-innovation strategies that have worked for emerging-market companies.
In Harvard Business Review, Claudio Fernández-Aráoz, Boris Groysberg, and Nitin Nohria offer a guide to recruiting in both good and bad times.
The theme of how to manage a business during the recession is explored at Fortune courtesy of senior editor at large Geoff Colvin.
Writing for McKinsey Quarterly, former McKinsey managing director Ian Davis offers valuable advice to new chief executive officers in the form of a 'letter to a newly appointed CEO'.
In Harvard Business Review, Robert I. Sutton advises on how to be a good manager when the economy is bad.
Social technologies are a modern phenomenon. They have found favour with consumers at a faster rate than any previous technologies.
The November 2009 issue of Harvard Business Review celebrated the centenary of the birth of the management guru Peter Drucker, pointing out that the knowledge he shared during his lifetime is still very relevant to various situations the world finds itself in today.
You're heading a department and have been ordered in no uncertain terms to cut administrative costs by 10%, 20% or 30%. That's the hypothetical – but not uncommon – scenario discussed by Kevin P. Coyne, Shawn T. Coyne, and Edward J. Coyne, Sr in Harvard Business Review. The Coynes offer some guidelines:
Complexity is not necessarily bad for business, say Julian Birkinshaw and Suzanne Heywood writing for McKinsey Quarterly. However, there are different types of complexity and the problem for many executives is that they're not always sure of the type that their organisation has.
On Inc.com, Darren Dahl discusses how entrepreneurs can assess the market potential of a new product or service.
On BusinessWeek.com, Matt Boyle talks to management guru Sydney Finkelstein about his latest book Think Again, which examines why ostensibly good managers make poor decisions.
Erika Andersen of Forbes.com discusses the basics of being strategic about change, and describes five steps to make your vision of the future possible.
Sometimes, a drive for change within a company can lose momentum and people, teams or the whole organisation can revert to the old strategy. The challenge of dealing with such a scenario is discussed by Amy Gallo on HBR.org.
Peter Vanden Bos explores the subject of business goals and how to set them on Inc.com, pointing out that smart CEOs might well understand the value of drawing a clear road map, but working out which direction to take is not easy task.
On Forbes.com, Sangeeth Varghese discusses the "refreshing advice" found in a book by Chip and Dan Heath called Switch: How to Change Things When Change Is Hard.
Acquisitions come under the spotlight of Marc Goedhart, Tim Koller, and David Wessels on the McKinsey Quaterly website, as they explore the five acquisition strategies most likely to create value. The authors admit that "there is no magic formula to make acquisitions successful".
Leslie Gaines-Ross uses Harvard Business Review to highlight the issue of companies' reputations coming under attack from "small-scale adversaries in command of a surprisingly potent new-media and social network arsenal: blogs, tweets, text messages, online petitions, Facebook protest sites, and digital videos".
Rather than start with best practices, you should find your industry's worst practices and look for ways to better them – that's the argument put forward by Umair Haque on his HBR.org blog.
Best practices are hard to practice, says Ron Ashkenas on his HBR.org blog, and he explains why, offering some examples.
Writing for MIT Sloan Management Review, Sriram Dasu and Richard B. Chase attempt to answer the question, "How can service organisations make their encounters with customers more positive?"