Business Quarterly articles from September 1989

Business Quarterly archives from September 1989

Turnaround management recovery strategies. (part two of three)
September 22, 1989... Turnaround Management: Recovery Strategies Firms that recover from a serious decline generally have more than one recovery action that has a bearing on the outcome. Indeed, in our study of the 27 successful turnarounds, we found an average...

Networking - Japanese style.
September 22, 1989... Networking -- Japanese Style Group Relationships The origin of the Japanese industrial groups predates World War II, when four massive conglomerates controlled much of Japan's industry. The member firms of each group were tightly...

Financial reporting: are you vulnerable?
September 22, 1989... Financial Reporting: Are You Vulnerable? The first two times Calgroup Graphics filed their 1985 financial statements with the Ontario Securities Commission they were rejected. This, despite a clean audit report. It took a change in auditors...

Retailers: how to be different from your competitors. (part two of two)
September 22, 1989... Retailers: How to be Different From Your Competitors The ways in which a retail program may be differentiated from those of competitors are based on the five major expectations customers have of retailers: assortment, convenience, value,...

Can business live with the report of the Premier's Council of Ontario?
September 22, 1989... Can Business Live with the Report of the Premier's Council of Ontario? The Premier's Council is a group of 22 leaders of the business, labor and academic communities, first assembled in July, 1986 to meet with Ontario Premier Peterson and...

Achieving world-wide advantage with the horizontal organization.
September 22, 1989... Achieving Worldwide Advantage With the Horizontal Organization Simultaneously achieving both global and local advantages is what effective horizontal organizations do well. The georgraphically disperse units are held together, not so much by...

A revolution in management thinking.
September 22, 1989... A REVOLUTION IN MANAGEMENT THINKING Today's top management theorists all agree on one critical point - the only constant in our changing world is change. As a new decade is nearing we are faced with the new realities of the Canada-U.S. Free...

Vision-check. (corporate planning) (A Revolution in Management Thinking)
September 22, 1989... VISION-CHECK You say you have a clear idea of where you are taking your business? Good. Now is the time for a vision-check. Most business leaders underline the importance of a clear and compelling vision for their organizations,...

Strategic vision at Consumers Packaging. (Consumers Packaging Inc.) (A Revolution in Management Thinking)
September 22, 1989... STRATEGIC VISION AT CONSUMERS PACKAGING The concepts of strategy formulation and Driving Force were explained by Norman Wright in his article, "Today's Corporate Apocalypse - A Strategic Response", published in the Autumn 1988 issue of...

Objective setting. (Confederation Life Insurance Co.) (A Revolution in Management Thinking)
September 22, 1989... OBJECTIVE SETTING Twenty years ago I was at Western attending the Management Training Course. Early in the course, a few of us were sitting around describing our companies and responsibilities. Some of my new classmates expressed surprise...

Vision: a time to take stock. (corporate planning) (A Revolution in Management Thinking)
September 22, 1989... VISION: A TIME TO TAKE STOCK As we enter the 1990s, vision is everywhere. Far from being self-conscious about its use, as they were several years ago, many organizations have jumped on a bandwagon, with visions on every available display...

Developing a customer focus. (A Revolution in Management Thinking)
September 22, 1989... DEVELOPING A CUSTOMER FOCUS In the world of multiple consumer choice and excess production capacity, our research suggests the focus for consumer loyalty has become customer care. The new marketing buzz word will likely be care and not...

Client/consultant relationships. (A Revolution in Management Thinking)
September 22, 1989... CLIENT/CONSULTANT RELATIONSHIPS There is a change in client/consultant relationships that can yield important benefits. For consultants to take full advantage of the change, there are some basic steps to be taken and for the clients, a new...

Ensuring Quality is Job 1 at Ford. (Ford of Canada) (A Revolution in Management Thinking)
September 22, 1989... ENSURING QUALITY IS JOB 1 AT FORD Stating the desire for quality improvement is easy; achieving it is difficult - even impossible for some firms. At Ford of Canada, Quality is Job 1 has become more than a slogan and, indeed, is but a step to...

Managing quality for competitive advantage. (A Revolution in Management Thinking)
September 22, 1989... MANAGING QUALITY FOR COMPETITIVE ADVANTAGE Fleck Manufacturing Inc., which manufactures wiring harnesses for the automotive, electronics and appliance industries, has always had a Quality Control function in its factories. Like many other...

Managing for quality. (A Revolution in Management Thinking)
September 22, 1989... MANAGING FOR QUALITY In 1986, Dr. Gilbert Rapaille, a French marketing expert specializing in archetype studies, conducted research into how quality was experienced and perceived by Americans. The investigation, conducted on behalf of AT...

Designing ethical organizations. (A Revolution in Management Thinking)
September 22, 1989... DESIGNING ETHICAL ORGANIZATIONS Most senior executives want managers in their organizations to act in an ethical manner, committed to honoring sets of standards and principles and acting consistently with them. But they also recognize that...