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Speedtomarket is not just a buzzword. It is a belief and a behavior. Here's how to get your people to act in ways that achieve high speedtomarket.
The way in which organizations encourage individuals to make time investment decisions can influence internal culture and morale, improve individual and group performance, and create and sustain competitive advantage.
Despite the popularity of decentralization, decentralized functions tend to lag in innovation, take longer to complete projects, deliver mediocre quality, sacrifice business synergies, and add little value to clients strategic thinking. Here's why many firms are recentralizing.
To meet the demands of hypercompetition, you need to take a new approach to strategic thinking.
Managers can use political and social industry analysis in concert with competitive analysis to improve overall organizational performance.
Culture has a great influence on a firm'sor product'slife cycle and experience curve. Here's how.
It's not always easy to predict how people will react to a merger, but it's harder to salvage a merger when you're unprepared for those reactions.
No matter how deeply you cut costs after a merger, if you don't assess and plan for the cultural changes, your merger is likely to fail.
Nearly 60 percent of companies do not achieve the expected business value from mergers and acquisitions. But executives who consider IT early in the planning process attain operational synergy and achieve quick ROI
In today's overheated M&A market, yesterday's rules are out the window. Here are some new rules to help you stand out in a crowd.
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