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Vision 2010: Designing Tomorrow's…

Vision 2010: Designing Tomorrow's Organisation (Research Report)

by Economist Intelligence Unit

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Amazon.com Product Description (ISBN 0850589282, Paperback)

The rigid and hierarchical corporate structure that provided the basis for business growth throughout the 20th century is a thing of the past. By 2010, the pace of change in the business world will accelerate to the point at which only the most flexible organisational structures will be able to withstand the stress.

Written in co-operation with Andersen Consulting, this report serves as a blueprint to prepare CEOs and other members of senior management for the challenges of managing the 21st century enterprise. Based on the insights of more than 400 senior executives in 34 countries, it will show you:
How to shape your corporate structure for the year 2010 and why you need to place ever-greater emphasis on having a flexible organisation
Why you will increasingly need to focus on core businesses and how to determine which key businesses to select and manage
Which relationship models--including outsourcing, joint ventures and strategic alliances--are best for your company
Why outsourcing in particular is increasingly seen as a powerful tool for achieving strategic improvements in a company's performance
How to lead the leaner, more flexible organisation
How to manage tomorrow's employee
Why an organisation's ability to learn and manage information technology will be vital sources of competitive advantage

Case studies from leading organisations around the world reveal how companies are preparing for the challenges of the next century:
BP reveals how it developed a successful outsourcing alliance to manage its accountancy services
Dow Chemical outlines its intellectual asset management project
Sun demonstrates how it has developed a network of strategically vital alliances centred on its core business
DuPont explains how it has placed the bulk of its information technology operations into the hands of external specialists, with the goal of gaining synergy between its own experts and those of its outside providers
Lotus explains the structure behind its alliance strategy
Reuters reveals the advantage behind its virtual software team comprising experts from select consultancies that work on its business part-time, project by project
Misumi shows how its organisational structure--which contains few functional positions and is composed almost entirely of teams that disband upon project completion--has worked to its advantage
Skandia describes how it measures its intellectual capital

(retrieved from Amazon Thu, 12 Mar 2015 17:57:51 -0400)

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