Directors & Boards articles from September 1991

Directors & Boards archives from September 1991

Will America compete? (excerpts of speech given to the 1991 World Affairs Council of Philadelphia)(Chairman's Agenda: Being a Global Leader)
September 22, 1991... Will America Compete? Paul M. Kennedy's The Rise and Fall of the Great Powers has been called a standard by which future studies of great powers will be measured. The book spent eight months on the best-seller lists when it was published in...

The age of alignment. (the role of the corporate chairman in creating organizational adaptiveness; includes related article)(Chairman's Agenda: Being a Global Leader)
September 22, 1991... The Age Of Alignment The 1980s was an age of turmoil - of tearing companies apart. The 1990s will be an age of alignment - of putting companies back together again. Only this time, to compete in the tempest of accelerating change,...

Relationships based on respect. (views of Lodwrick M. Cook, CEO of Atlantic Richfield Inc.)(Special Section: Being a Global Leader)
September 22, 1991... Relationships Based On Respect ARCO's view of the world beyond the borders of the United States has changed. For years, we were mainly a domestic company, with oil and gas production in a limited number of foreign locations. Today, we look...

Become sharper, smarter players. (views of Steven J. Ross, Chairman and co-CEO of Time Warner Inc.)(Special Section: Being a Global Leader)
September 22, 1991... Become Sharper, Smarter Players In its oldest sense, entertainment means "to hold," to grip the imagination, to command attention. And when we're at our best, that's precisely what first-class entertainment does. It doesn't only divert. It...

The difference is worker motivation. (views of Fujio Cho, President and CEO of Toyota Motor Manufacturing U.S.A. Inc.)(Special Section: Being a Global Leader)
September 22, 1991... The Difference Is Worker Motivation At Toyota, we have four principles that guide us in our actions and decisions: * To produce America's No. 1 quality car based on "customer first" philosphy. * To contribute to the quality of life, as well as...

Brand power and determination. (interview with Dominic Cadbury, Group Chief Executive of Cadbury Schweppes PLC)(Special Section: Being a Global Leader) (Interview)
September 22, 1991... Brand Power And Determination Directors & Boards: What is your competition in your product segments at the moment? Dominic Cadbury: We're competing with a few real giants, who have tended to become even bigger giants. In beverages, we...

Four essentials of leadership. (views of Paul Fireman, Chairman and CEO of Reebok International Ltd.)(Special Section: Being a Global Leader)
September 22, 1991... Four Essentials of Leadership In the wake of glasnost and perestroika, we learned that the people of Eastern Europe wanted four things - freedom, Levi's, Ray-Bans, and Reeboks. So it is around the world, as we transition from a time when...

Internationalize and be innovative. (views of Robert E. Cawthorn, Chairman and CEO of Rhone-Poulenc Rorer Inc.)(Special Section: Being a Global Leader)
September 22, 1991... Internationalize And Be Innovative It is generally considered that the pharmaceutical industry is a good industry to be in because it is making money; it is in a fast-growing market, one that will continue to grow; and it is a noncyclical...

Need for stronger patent protection. (views of James J. Renier, Chairman and CEO of Honeywell Inc.)(Special Section: Being a Global Leader)
September 22, 1991... Need for Stronger Patent Protection Business faces unprecedented challenges in the rapid evolution of global markets. In this new world economic environment, corporations must integrate their activities globally if they are to achieve...

Think big and bold: reengineer yourself. (views of George T. Shaheen, Managing Partner of Andersen Consulting)(Special Section: Being a Global Leader)
September 22, 1991... Think Big and Bold: Reengineer Yourself Recently, we witnessed one of the greatest military triumphs in history. Rarely has a battle been as swift and one-sided as Operation Desert Storm. While few of us in the business world can claim the...

Dramatic departure from the status quo. (views of Peter Harf, Chairman and CEO of Benckiser Group)(Special Section: Being a Global Leader)
September 22, 1991... Dramatic Departure From the Status Quo Just as different animals use different strategies to survive in the food chain, companies wishing to compete successfully on the global playing field must be adaptable and quick to respond to the need for...

Small players have advantages. (views of C. Flemming Heilmann, Chairman and CEO of Brockway Standard Inc.)(Special Section: Being a Global Leader)
September 22, 1991... Small Players Have Advantages The ferocity of global competition is escalating fast. Winning in international markets requires alert response to the needs of highly disparate customers and being a low-cost producer. There is no one global...

The old values will prove reliable. (views of Jon M. Huntsman, Chairman and CEO of Huntsman Chemical Corp.)(Special Section: Being a Global Leader)
September 22, 1991... The Old Values Will Prove Reliable A global economy and world peace are for the first time clearly within our grasp. Sweeping changes in Eastern Europe have brought us to the threshold of unparalleled opportunity on a global scale. ...

The necessity of good advice. (views of Ray J. Groves, Chairman of Ernst & Young)(Special Section: Being a Global Leader)
September 22, 1991... The Necessity Of Good Advice Into the 1990s, globalization has taken on a new meaning. It's no longer just a matter of finding, as the dean of the Harvard Business School put it nearly a decade ago, the largest customer base in the most...

Be in harmony with shareholders. (views of Daniel M. Tellep, Chairman and CEO of Lockheed Corp.)(Special Section: Being a Global Leader)
September 22, 1991... Be in Harmony With Shareholders When I became Chief Executive Officer of Lockheed Corp. in January 1989, I assumed responsibility for a major aerospace company with $10 billion in annual sales. Some of its better-known products and programs...

A stimulative influence. (views of Michel Bally, President of Sulzer Brothers Inc.)(Special Section: Being a Global Leader)
September 22, 1991... A Stimulative Influence Foreign direct investment in the United States has increased practically fivefold since 1980, from $500 billion to almost $2 trillion today. A decade ago U.S. companies decided not to automate to cut production costs...

Creativity and global service. (views of Maurice Saatchi, Chairman of Saatchi & Saatchi Company PLC)(Special Section: Being a Global Leader)
September 22, 1991... Creativity and Global Service The secret of success for marketing communications companies, and in particular advertising agencies, is having close partnerships with their clients. This relationship is based on the agencies being able to help...

Business schools must innovate, too. (views of Thomas P. Gerrity, Dean of the Wharton School of the University of Pennsylvania)(Special Section: Being a Global Leader)
September 22, 1991... Business Schools Must Innovate, Too An American MBA student takes a year off to work as chief consultant to Moscow's fledgling commodities exchange; U.S. business students and faculty advise governments and companies in Eastern Europe on...

The ethnocentric approach is out. (views of Egon P.S. Zehnder, Chairman of Egon Zehnder International Inc.)(Special Section: Being a Global Leader)
September 22, 1991... The Ethnocentric Approach Is Out Any company today can - indeed does - bill itself as a global entity. Touting this capability has become a marketing gimmick for some; for others, a way of saying "we're just as up-to-date as everybody else."...