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Competitive Strategy
15 results
of 2
Contributor: Management Matters
Posted: 02/01/2018
MMN Ebook Thumbnail Part 1
Much of this e-book series is devoted to the teachings of Peter F. Drucker. Our many discussions with government leaders revealed most are not familiar with the prolific work of Drucker – especially, his principles, practices and structured methodologies for enabling government agency executives to meaningfully reinvent their organizations. ... Full Content »
Contributor: Gallup, Inc
Posted: 01/30/2018
big accounts
by Jeff Durr and John FlemingSTORY HIGHLIGHTSLarge B2B accounts do not guarantee strong profitabilityB2B customer engagement is a powerful indicator of future account healthEvaluate resource allocation and account management to maximize big-dollar accountsIn the business-to-business (B2B) world, large accounts typically attract a lot of attention.... Full Content »
Contributor: Editorial Staff
Posted: 01/16/2018
ed's ink
Learning is thinking with other people's ideas. New ideas come from creatively imitating ideas derived from the masters of management including Peter F. Drucker, Harvard's Ted Levitt, Marshall Goldsmith, Sydney Finkelstein, Paul Niven, James Champy, Joseph Juran and dozens more.  The trick is to associate, adapt, magnify, minify,... Full Content »
Contributor: Nicholas Read
Posted: 01/15/2018
sales pipeline
A sharp decline in global sales effectiveness could portend the start of another downward economic cycle, reports sales guru The view from the sales manager’s desk is deeply troubling.If general company policy is to stop hiring in a tough market, sales managers are bound by the same rules and told to make do with the... Full Content »
Contributor: William Cohen, Ph.D.
Posted: 11/27/2017
solve
While the fictitious detective Sherlock Holmes had the amazing ability to deduce facts only from what he saw, his assistant, Dr John Watson, complained of his own inability to see the same facts. Sherlock responded: “On the contrary, Watson, you can see everything. You fail, however, to reason from what you see.” In other words, it was... Full Content »
Contributor: Alvina Antar
Posted: 10/23/2017
office
As CIO, you are the primary decision maker on technology purchases. The first question you ask a company when assessing their technology is “How do you use your product internally?” This is a question any technology company’s CIO should have a clear answer to.But, they may dread having to answer this because they don’t effectively use... Full Content »
Contributor: Editorial Staff
Posted: 09/06/2017
chevrolet
Editor's Note:This article continues with the GM example illustrating the rise of General Motors in the 1920s via the development by Alfred P Sloan, Jr; a total strategic marketing plan which had as its goal to reinvent the automobile market.Sloan first redesigned General Motors according to his strategic plan and then, as CEO almost 30 years,... Full Content »
Contributor: Editorial Staff
Posted: 09/06/2017
GM
Editor's Note:Corporate planning has evolved over the years. Strategic planning is but one step (albeit an important one) in a series of relatively new tools to help organizations think through what must be done and how to do it.Peter F. Drucker's contributions to making the strategic planning process into a discipline that can be taught, learned... Full Content »
Contributor: William Cohen, Ph.D.
Posted: 08/21/2017
strategy
We negotiate everything. Our negotiations include starting salaries, raises, terms of employment, automobiles, homes, contracts of all types, commissions, fees, fines, choice vs. not-so-choice hotel rooms. Even our relationships with business partners and life partners involve negotiations, along with where to be seated in a restaurant, marriages... Full Content »
Contributor: Editorial Staff at Management Matters Network
Posted: 05/01/2017
success
Editor's Note: "No other area," wrote Peter F. Drucker, "offers richer opportunities for successful innovation than the unexpected success." He viewed the unexpected success as a product or service embedded within the business that was not recognized immediately for its true value. According to Drucker, successful innovators are... Full Content »
Contributor: Jim Champy
Posted: 03/12/2017
Running in Suit
Editor's NoteToday there’s lots of discussion advocating for greater “equality of income,” but little talk of “equality of effort.” Jim Champy, as usual, offers rich insights about the importance of ambition in determining success.Further, he provides us with a much-needed reminder of the ideal values to which managers and executives should... Full Content »
15 results
of 2
Contributor: Gallup, Inc
Posted: 01/30/2018
Gallup
by Jeff Durr and John FlemingSTORY HIGHLIGHTSLarge B2B accounts do not guarantee strong profitabilityB2B customer engagement is a powerful indicator of future account healthEvaluate resource allocation and account management to maximize big-dollar accountsIn the business-to-business (B2B) world, large accounts typically attract a lot of attention.... Full Column »
Contributor: Management Matters
Posted: 02/01/2018
MMN
Much of this e-book series is devoted to the teachings of Peter F. Drucker. Our many discussions with government leaders revealed most are not familiar with the prolific work of Drucker – especially, his principles, practices and structured methodologies for enabling government agency executives to meaningfully reinvent their organizations. Th Full Sector Report »