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Insight : Work System |
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Volume:02 / Issue:09 - Published on
August 2006 |
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Human capital is an organization’s most valuable resource. The emergence of the knowledge economy has elevated the human resources function to a role of strategic importance. In the current competitive scenario, organizations need to develop their manpower to the highest level of excellence in order to attain their strategic objectives. |
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Insight : Information and Knowledge Management |
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Volume:02 / Issue:08 - Published on
July 2006 |
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Organizations are increasingly discovering that building and managing knowledge assets or Knowledge Management (KM) as it is popularly known is the key to providing immediate and easy access to information to employees, customers, suppliers and other stakeholders. A KM system aggregates organizational learning with external knowledge from customers and suppliers to help the organization turn this asset into a sustainable competitive advantage. |
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Insight : Measurement, Analysis, and Review of Organizational Performance |
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Volume:02 / Issue:07 - Published on
July 2006 |
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Performance measurement, analysis and review are critical steps in an organization’s progress towards its goals and vision. The objective of performance measurement is to steer the company to goal attainment, and enable it to respond to changes in the environment. |
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Insight : Strategy Deployment |
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Volume:02 / Issue:06 - Published on
June 2006 |
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Strategy deployment is the fundamental link between an organization’s strategy and its goals. In the context of today’s learning organization, companies need to constantly analyze their strategies, measure performance and implement action plans to attain their strategic objectives and move towards the long-term vision. |
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Insight : Strategy Development |
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Volume:02 / Issue:05 - Published on
June 2006 |
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Strategy development is a vital component of successful businesses. Changing economic conditions, technology development and the Internet have made the marketplace more complex, placing greater demands on strategy. Companies need to build unique processes to develop strategy that delivers success. |
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Insight : Corporate Governance and Social Responsibility - A Strategic Imperative |
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Volume:02 / Issue:04 - Published on
May 2006 |
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Corporate Governance and social responsibility are more than attractive corporate buzzwords. The role of the private sector is being redefined to include a commitment to sustainable development. Despite a strong business case, convincing companies that they stand to gain by adopting sound business practices has proved to be an uphill task. |
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Insight : Senior Leadership - Stewarding the Company into the Future |
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Volume:02 / Issue:03 - Published on
May 2006 |
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Globally, there is a dearth of quality senior leadership. Leaders today, need to come equipped with great communication skills and high energy levels. The role and function too has metamorphosed from a command position to one of collaboration. They set high levels of ethical standards and provide the broader perspective even as they share the small day-to-day concerns of employees spread around the world. In a nutshell, they wear many hats with equal aplomb. |
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Insight : Customer Focus - Thinking Outside In |
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Volume:02 / Issue:02 - Published on
April 2006 |
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The writing on the wall is clear. Customer focus will determine future industry leaders. Companies across the world are reorienting their strategies from “inside out” to “outside in.”
The Malcolm Baldridge National Quality Award has customer and market focus as one of its key criteria. Companies that vie for this award are assessed on the ability and manner in which they understand and build relationships with the customer. It also looks at how the companies work to acquire and retain customers.
Over the last two decades, global competition and a changing business landscape have altered the way companies the world over do business. Some of these changes are subtle, while others are more dramatic. Traditional back-office functions like IT and finance have moved out of their silos to the forefront and even the top management. Use of software packages has relevance not only in accounting and production but also marketing and customer relations. Companies are building cross-functional teams to address customers better. Finally, companies are now discarding the inside out approach to embrace a more outside in strategy.
Visit any company website, read any corporate brochure and the words “customer focus” leap out at you. What makes this a powerful trend is that it is not only restricted to the FMCG or the services sector. Now we have cement companies talking directly to end users on prime-time television spots. We also have manufacturers of telecom cables and water pipes jostling for the customer’s mind space alongside cola majors.
Conclusion – and it is a forgone one – consumer focus is the new age mantra for long-term success. Moreover, it is not only so for firms aspiring to make it to the Fortune 500 list. It works with the same efficacy for educational institutions, governments and non-profit organizations. |
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Insight : Zero Emissions - Revisit the Entire Production Process |
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Volume:02 / Issue:01 - Published on
April 2006 |
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Globally, concern for environmental damage by polluting industrial practices has reached a fever pitch. Companies in India still, largely, practice what is called the “end-of-the-pipe” approach. They need to move beyond recycling to actually work at minimization of waste generation. This can be done through revisiting the entire production processes of different industries. Worldwide, companies are waking up to the fact that the only sustainable path into the future is through embracing the zero emissions doctrine. |
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Insight : Robust Processes - Secret Sauce for Sustained Success |
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Volume:01 / Issue:08 - Published on
December 2005 |
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The concept of product-led growth has been discussed ad nauseam in both scholarly journals as well mainstream business press.
Ever -changing customer preferences shrink product lifecycles, thus forcing companies to simply copy the current bestseller on the shelf.
There remains no apparent incentive for companies to innovate if the successful products are dethroned by the look-alikes.
However, without continuous product innovation, this strategy of creating ‘me-too’ products seldom drives growth.
One of the key challenges the companies face therefore, is how to stay ahead of copycat competition. Can the processes be the key ingredients of secret sauce for success? |
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