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Turning negotiation into a corporate capability

HARVARD BUSINESS REVIEW 1999年第3期77卷 55-+页

作者： Ertel, D Vantage Partners Cambridge MA USA

Every company today exists in a complex web of relationships formed, one at a time, through negotiation. Purchasing and outsourcing contracts are negotiated with vendors. Marketing arrangements are negotiated with distributors. Product development agreements are negotiated with joint-venture partners. Taken together, the thousands of negotiations a typical company engages in have an enormous effect on both its strategy and its bottom line. But few companies think systematically about their negotiating activities as a whole. Instead they take a situational view, perceiving each negotiation to be a separate event with its own goals, tactics, and measures of success. Coordinating them all seems an overwhelming and impracticable job. In reality, the author argues, it is neither. A number of companies are successfully building coordinated negotiation capabilities by applying four broad changes in practice and perspective. First, they've established a company-wide negotiation infrastructure to apply the knowledge gained from forging past agreements to improve future ones. Second, they've broadened the measures they use to evaluate negotiators' performance beyond matters of cost and price. Third, they draw a clear distinction between the elements of an individual deal and the nature of the ongoing relationship between the parties. Fourth, they make their negotiators feel comfortable walking away from a deal when it's not in the company's best interests. These changes aren't radical steps. But taken together, they will let companies establish closer, more creative relationships with suppliers, customers, and other partners.

关键词：商业/经济学商业/组织和管理合同业务决策组织财务管理卫生服务使用研究谈判组织隶属关系组织改革规划技术生产线管理美国

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Patching - Restitching business portfolios in dynamic markets

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HARVARD BUSINESS REVIEW 1999年第3期77卷 72-+页

作者： Eisenhardt, KM Brown, SL Stanford Univ Stanford CA 94305 USA McKinsey & Co Toronto ON Canada

In turbulent markets;businesses and opportunities are constantly falling out of alignment;New technologies and emerging markets create fresh opportunities: Converging markets produce more. And of course,some markets fade. In this-landscape of continuous flux, it's more important to build corporate-level strategic processes that enable, dynamic repositioning than it is to build any particular defensible position. That's why smart corporate. strategists use patching, a process of mapping and remapping business units to create a shifting mix of highly focused, tightly aligned businesses:that can respond to changing market opportunities;:Patching is not just another name for: reorganizing;patchers have a distinctive mind-set. Traditional managers: see structure as stable;patching managers believe structure is inherently temporary. Traditional managers set corporate strategy first, but patching managers keep the organization focused on the right set of business opportunities and let strategy emerge from individual businesses. Although the focus of patching is flexibility, the process itself follows a pattern. Patching changes are usually small in scale and made frequently. Patching should be done quickly;the emphasis is on getting the patch about right and fixing problems later. Patches should have a test drive before they're formalized but then be tightly scripted after they've been announced. And patching won't work without the right infrastructure: modular business units, fine-grained and complete unit-level metrics, and companywide compensation parity. The authors,illustrate how patching works and-point out some common stumbling blocks.

关键词：商业/经济学商业/组织和管理经济竞争卫生服务使用研究/组织和管理组织文化组织改革规划技术生产线管理美国

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New thinking on how to link executive pay with performance

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HARVARD BUSINESS REVIEW 1999年第2期77卷 91-+页

作者： Rappaport, A Northwestern Univ JL Kellogg Grad Sch Management Evanston IL 60208 USA

As the stock market began its ascent in the mid-1990s, executive pay- always the subject of heated debate-mounted along with it. That's because among the largest U.S. companies, stock options now account-for more than half of total CEO compensation and about 30% of senior operating managers' pay. One problem became particularly clear during the bull market's astonishing run: even below-average performers reap huge gains from stock options when the market is rising rapidly. The author proposes steps to close the gap between existing compensation practices and those needed to promote higher levels of achievement at all levels of the corporation. For top managers, he recommends replacing conventional stock options with options that are tied to-a market or peer index. Below-average performers would not be rewarded under such plans;superior performers could, depending on the way plans were structured, receive even more. He nets that managers at the business unit level should not be judged on the company's stock price -over which they have little control - and advocates an approach that accurately measures the value added by each unit. Finally, he suggests how certain indicators of value can be used to measure the contribution of frontline managers and employees. The concept of-pay for performance has gained wide acceptance, but the link between incentive pay and superior performance is still too weak. Reforms must be adopted at all levels of the organization. Shareholders will applaud changes in pay schemes that motivate companies to deliver more value.

关键词：行政管理人员/经济学商业/经济学商业/组织和管理雇员奖励计划雇员能力评定管理委员会投资/经济学专业能力薪金和附加福利美国

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Regionalization's potential in mitigating trade losses related to livestock disease entry

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FOOD AND AGRICULTURAL SECURITY: GUARDING AGAINST NATURAL THREATS AND TERRORIST ATTACKS AFFECTING HEALTH, NATIONAL FOOD SUPPLIES, AND AGRICULTURAL ECONOMICS 1999年第1期894卷 95-99页

作者： Seitzinger, AH Forsythe, KW Madell, ML Anim & Plant Hlth Inspect Serv Ctr Epidemiol Vet Serv USDA Ft Collins CO 80521 USA Anim & Plant Hlth Inspect Serv Ctr Anim Hlth Vet Serv USDA Ft Collins CO 80521 USA Anim & Plant Hlth Inspect Serv Trade Support Team Int Serv USDA Washington DC 20250 USA

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Clusters and the new economics of competition

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HARVARD BUSINESS REVIEW 1998年第6期76卷 77-+页

作者： Porter, ME Harvard Univ Sch Business Boston MA 02163 USA

Economic geography in an era of global competition poses a paradox. In theory, location should no longer be a source of competitive advantage. Open global markets, rapid transportation, and highspeed communications should allow any company to source any thing from any place at any time. But in practice, Michael Porter demonstrates, location remains central to competition. Today's economic map of the world is characterized by what Porter calls clusters: critical masses in one place of linked industries and institutions from suppliers to universities to government agencies-that enjoy unusual competitive success in a particular field. The most famous examples are found in Silicon Valley and Hollywood, but clusters dot the world's landscape. Porter explains how clusters affect competition in three broad ways: first, by increasing the productivity of companies based in the area;second, by driving the direction and pace of innovation;and third, by stimulating the formation of new businesses within the cluster. Geographic, cultural, and institutional proximity provides companies with special access, closer relationships, better information, powerful incentives, and other advantages that are difficult to tap from a distance. The more complex, knowledge-based, and dynamic the world economy becomes, the more this is true. Competitive advantage lies increasingly in local things - knowledge, relationships, and motivation that distant rivals cannot replicate. Porter challenges the conventional wisdom about how companies should be configured, how institutions such as universities can contribute to competitive success, and how governments can promote economic development and prosperity.

关键词：商业/分类商业/组织和管理经济竞争地理学健康知识态度实践机构间关系动机组织隶属关系组织方针美国人类

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Creating corporate advantage

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HARVARD BUSINESS REVIEW 1998年第3期76卷 70-+页

作者： Collis, DJ Montgomery, CA Harvard Univ Sch Business Boston MA 02163 USA

What differentiates truly great corporate strategies from the merely adequate? How can executives at the corporate level create tangible advantage for their businesses that makes the whole more than the sum of the parts? This article presents a comprehensive framework for value creation in the multibusiness company. It addresses the most fundamental questions of corporate strategy: What businesses should a company be int How should it coordinate activities across businesses? What role should the corporate office play? How should the corporation measure and control performance? Through detailed case studies of Tyco International, Sharp, the Newell Company, and Saatchi and Saatchi, the authors demonstrate that the answers to all those questions are driven largely by the nature of a company's special resources - its assets, skills, and capabilities. These range along a continuum from the highly specialized at one end to the very general at the other. A corporation's location on the continuum constrains the set of businesses it should compete in and limits its choices about the design of its organization. Applying the framework, the authors point out the common mistakes that result from misaligned corporate strategies. Companies mistakenly enter businesses based on similarities in products rather than the resources that contribute to competitive advantage in each business. Instead of tailoring organizational structures and systems to the needs of a particular strategy, they create plain-vanilla corporate offices and infrastructures. The company examples demonstrate that one size does not fit all. One can find great corporate strategies all along the continuum.

关键词：商业/组织和管理决策组织经济竞争模型组织管理组织文化组织改革组织方针规划技术生产线管理社会价值全面质量管理美国人类

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Time pacing: Competing in markets that won't stand still

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HARVARD BUSINESS REVIEW 1998年第2期76卷 59-+页

作者： Eisenhardt, KM Brown, SL Stanford Univ Stanford CA 94305 USA McKinsey & Co Toronto ON Canada

Most companies change in reaction to events such as moves by the competition, shifts in technology, or new customer demands. In fairly stable markets, "event pacing" is an effective way to deal with change. But successful companies in rapidly changing, intensely competitive industries take a different approach. They change proactively, through regular deadlines. The authors call this strategy time pacing. Like a metronome, time pacing creates a rhythm to which managers can synchronize the speed and intensity of their efforts. For example, 3M dictates that 25 % of its revenues every year will come from new products, Netscape introduces a new product about every six months, and Intel adds a new fabrication facility to its operations approximately every nine months. Time pacing creates a relentless sense of urgency around meeting deadlines and concentrates people on a common set of goals. Its predictability also provides people with a sense of control in otherwise chaotic markets. The authors show how companies such as Bane One, Cisco Systems, Dell Computer, Emerson Electric, Gillette, Intel, Netscape, Shiseido, and Sony implement the two essentials of time pacing. The first is managing transitions - the shift, for example, from one new-product-development project to the next. The second is setting the fight rhythm for change. Companies that march to the rhythm of time pacing build momentum, and companies that effectively manage transitions sustain that momentum without missing important beats.

关键词：商业/经济学商业/组织和管理计算机系统/发展趋势经济竞争收入组织改革组织目标生产线管理/方法时间安排美国

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Connectivity and control in the year 2000 and beyond

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HARVARD BUSINESS REVIEW 1998年第4期76卷 148-+页

作者： Nolan, RL Harvard Business Sch Boston MA USA

By now, most executives are familiar with the famous Year 2000 problem - and many believe that their companies have the situation well in hand. After all, it seems to be such a trivial problem - computer software that interprets "00" to be the year 1900 instead of the year 2000. And yet armies of computer professionals have been working on updating code in payroll systems, distribution systems, actuarial systems, sales-tracking systems, and the like. The problem is pervasive. Not only is it in your systems, it's in your suppliers' systems, your bankers' systems, and your customers' systems. It's embedded in chips that control elevators, automated teller machines, process-control equipment, and power grids. Already, a dried-food manufacturer destroyed millions of dollars of perfectly good product when a computer counted inventory marked with an expiration date of "oo" as nearly a hundred years old. And when managers of a sewage-control plant turned the clock to January I, 2000 on a computer system they thought had been fixed, raw sewage pumped directly into the harbor. It has become apparent that there will not be enough time to find and fix all of the problems by Tanuary I, 2000. And what good will it do if your computers work but they're connected with systems that don't! That is one of the questions Harvard Business School professor Richard Nolan asks in his introduction to HBR's Perspectives on the Year 2000 issue. How will you prepare your organization to respond when things start to go wrong? Fourteen commentators offer their ideas on how senior managers should think about connectivity and control in the year zooo and beyond.

关键词：年表商业/组织和管理计算机系统/标准计算机系统/发展趋势计算机大型设备失效信息管理/标准信息管理/发展趋势管理信息系统/标准管理信息系统/发展趋势软件/标准软件/发展趋势系统综合时间美国

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Strategic stories: How 3M is rewriting business planning

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HARVARD BUSINESS REVIEW 1998年第3期76卷 41-+页

作者： Shaw, G Brown, R Bromiley, P 3M Co Planning & Int St Paul MN 55144 USA Univ Minnesota Dept Cultural Studies & Comparat Literature Minneapolis MN 55455 USA Univ Minnesota Carlson Sch Management Curtis L Carlson Chair Strateg Management Minneapolis MN 55455 USA

Virtually all business plans are written as a list of bullet points. Despite the skill or knowledge of their authors, these plans usually aren't anything more than lists of "good things to do." For example: increase sales by 10 % Reduce distribution costs by 5 %. Develop a synergistic vision for traditional products. Rarely do these lists reflect deep thought or inspire commitment. Worse, they don't specify critical relationships between the points, and they can't demonstrate how the goals will be achieved. 3M executive Gordon Shaw began looking for a more coherent and compelling way to present business plans. He found it in the form of strategic stories. Telling stories was already a habit of mind at 3M. Stories about the advent of Post-it Notes and the invention of masking tape help define 3M's identity. They're part of the way people at 3M explain themselves to their customers and to one another. Shaw and his coauthors examine how business plans can be transformed into strategic narratives. By painting a picture of the market, the competition, and the strategy needed to beat the competition, these narratives can fill in the spaces around the bullet points for those who will approve and those who will implement the strategy. When people can locate themselves in the story, their sense of commitment and involvement is enhanced. By conveying a powerful impression of the process of winning, narrative plans can mobilize an entire organization.

关键词：商业/组织和管理信息交流卫生服务使用研究/方法明尼苏达组织文化规划技术生产线管理/方法美国写作人类

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Six dangerous myths about pay

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HARVARD BUSINESS REVIEW 1998年第3期76卷 108-+页

作者： Pfeffer, J Stanford Grad Sch Business Stanford CA USA

Every day, executives make decisions about pay, and they do so in a landscape that's shifting. As more and more companies base less of their compensation on straight salary and look to other financial options, managers are bombarded with advice about the best approaches to take. Unfortunately, much of that advice is wrong. Indeed, much of the conventional wisdom and public discussion about pay today is misleading, incorrect, or both. The result is that business people are adopting wrong headed notions about how to pay people and why. In particular, they are subscribing to six dangerous myths about pay. Myth #1: labor rates are the same as labor costs. Myth #2: cutting labor rates will lower labor costs. Myth #3: labor costs represent a large portion of a company's total costs. Myth #4: keeping labor costs low creates a potent and sustainable competitive edge. Myth #5: individual incentive pay improves performance. Myth #6: people work primarily for the money. The author explains why these myths are so pervasive, shows where they go wrong, and suggests how leaders might think more productively about compensation. With increasing frequency, the author says, he sees managers harming their organizations by buying into-and acting on-these myths. Those that do, he warns, are probably doomed to endless tinkering with pay that at the end of the day will accomplish little but cost a lot.

关键词：商业/组织和管理雇员奖励计划职业满意组织文化组织方针心理学工业薪金和附加福利美国人类

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