The superefficient company

Most companies do a great job promoting efficiency within their own walls, streamlining internal processes wherever possible. But they have less success coordinating cross-company business interactions. When data pass between companies, inconsistencies, errors, and misunderstandings routinely arise, leading to wasted work--for instance, the same sales, order entry, and customer data may be entered repeatedly into different systems. Typically, scores of employees at each company manage these cumbersome interactions. The costs of such inefficiencies are very real and very large. In this article, Michael Hammer outlines the activities and goals used in streamlining cross-company processes. He breaks down the approach into four stages: scoping--identifying the business process for redesign and selecting a partner; organizing--establishing a joint committee to oversee the redesign and convening a design team to implement it; redesigning--taking apart and reassembling the process, with performance goals in mind; and implementing--rolling out the new process and communicating it across the collaborating companies. The author describes how several companies have streamlined their supply-chain and product development processes. Plastics compounder Geon integrated its forecasting and fulfillment processes with those of its main supplier after watching inventories, working capital, and shipping times creep up. General Mills coordinated the delivery of its yogurt with Land O'Lakes; butter and yogurt travel cost effectively in the same trucks to the same stores. Hammer says this new kind of collaboration promises to change the traditional vocabulary of corporate relationships. What if you and I sell different products to the same customer? We're not competitors, but what are we? In the past, we didn't care. Now, we should, the author says.     

When Philosophy and Business Professors Talk: Assessment of Ethical Reasoning in a Cross Disciplinary Business Ethics Course

Can instructors with apparently divergent approaches to the goals and methods of teaching business ethics agree upon a core set of course objectives? Can they agree upon a common method of assessment for measuring student performance against shared standards? This paper reports the results of a project intended to address these questions. The goals of the project were threefold: (1) to identify a shared set of core competencies for all students in business ethics; (2) to adopt a common assessment of ethical reasoning (neutral to disciplinary bias) for measuring student performance in core competencies; (3) to determine whether students show improvement in core competencies over the course of a semester. Our findings suggest that it is possible to find common ground in measurable objectives and to expect instructors to interpret, apply, and teach to these objectives effectively without infringing upon their disciplinary differences.     

How executives can shape their company's information systems.

When a big New York bank expanded in London, technical specialists in the two cities disagreed about which vendor's information system was best. The debate continued for several months until finally the technical experts took the issue to a senior-management policy committee. But the senior managers didn't understand the terminology and kept postponing the decision. Meanwhile, the London office complained loudly that the slowdown was threatening the unit's growth. Like the bank, most companies need a new approach to making decisions about information technology (IT), especially since it now affects so many aspects of the business. The company's technical experts seldom understand the overall business, and the senior managers who understand the business are usually lost when it comes to computers. One way to blend both perspectives is to establish a task force that solicits input from top management and creates a set of principles to guide subsequent investments in information technology. By drawing on 10 to 15 statements that reflect management's basic beliefs about how the company should use IT, the task force translates the language of corporate strategy into computerese. For instance, an electronics company wanted various functions to act more like one company. It created a principle that said, "Information systems will provide application that support cross-functional integration of business processes." Managers making subsequent decisions about computers could immediately rule out any technologies that contradicted that statement. Principles thus speed up the decision-making process, but more important, they ensure that every investment in IT helps the corporation achieve its strategic goals.     

A pragmatic service typology: capturing the distinctive dynamics of services in time and space

Many service classifications have provided helpful yet partial perspectives on the heterogeneity of services. This paper reconciles and integrates different earlier classifications into a new holistic typology of the service economy which is based on detailed statistical service sectors. Moreover, the paper assesses the empirical value of this taxonomy to capture the diversity of services development in time and space. A regional analysis of employment data in Germany provides evidence that knowledge intensive as well as business services follow very different sectoral and spatial dynamics than operational and consumer services. This typology yields differential insights in longitudinal and comparative regional analysis of the service economy.     

Money for nothing: The dire straits of medical practice in Delhi,India

The quality of medical care received by patients varies for two reasons: differences in doctors' competence or differences in doctors' practice. Using medical vignettes, we evaluated competence for a sample of doctors in Delhi. One month later, we observed the same doctors in their practice. We find three patterns in the data. First, doctors do less than what they know they should do. Second, the more competent the doctor, the greater the effort exerted. Third, competence and practice diverge in different ways in the public and private sectors. Urban India pays a lot of “Money for Nothing”: in the private sector there is a lot of expenditure on unnecessary drugs. In the public sector, education subsidies and salary payments translate into little (and in small clinics, very little) effort and care. Provider training has a small impact on the actual quality of advice; under the circumstances, awareness campaigns to create a more informed clientele may be the best option.     

Near‐sourcing UK apparel: value chain restructuring,productivity and the informal economy

Fast fashion's emphasis on quick response production and supply chain management is at the basis of renewed growth in UK apparel manufacturing. This article shows how increasing pressure from lead firms has resulted in manufacturers maintaining profit levels, mainly, through informal subcontracting and informal employment, as opposed to increasing productivity.     

On the financial balance of input–output constructs: revisiting an axiomatic evaluation

Financial balance is fundamental to input–output (IO) analysis, and consequently the respect of this balance is one of the dominant criteria in evaluating IO constructs. Kop Jansen, and ten Raa [(1990) The Choice of Model in the Construction of Input–Output Coefficients Matrices. International Economic Review 31, 213] proved that the byproduct-technology construct (BTC) and the industry-technology construct (ITC) do not generally conserve financial balance. In contrast, Majeau-Bettez et al. [(2016) When do Allocations and Constructs Respect Material, Energy, Financial, and Production Balances in LCA and EEIO? Journal of Industrial Ecology 20, 67–84] demonstrated that the BTC necessarily respects financial balance and that the ITC is always financially balanced when applied to data recorded in monetary units. The present article resolves this paradox.     

Predictors of glycemic control and diabetes-related costs among type 2 diabetes patients initiating therapy with liraglutide in the United States

Objective:

Liraglutide has been shown to significantly improve glycemic control and reduce body weight while minimizing the risk of hypoglycemia in adult patients with type 2 diabetes (T2D). This study aimed to identify characteristics that predict clinical and economic outcomes associated with liraglutide therapy in clinical practice in the US.

Methods:

Using the Truven Health MarketScan Laboratory Database, glycemic control (A1C <7%) and diabetes-related costs were evaluated in T2D patients initiating liraglutide between January 1, 2010 and June 30, 2012. Patients were required to have ≥1 post-index claim for liraglutide and A1C values at baseline and 6 months follow-up. All valid values of baseline A1C were included. Patients previously treated with GLP-1 receptor agonist(s) or insulin, or with evidence of type 1 diabetes, pregnancy, or gestational diabetes during the study period were excluded. Multivariable regression models were used to identify predictors of glycemic control and diabetes-related costs.

Results:

Of 417 patients newly treated with liraglutide, 54.0% achieved glycemic control (A1C <7%) during follow-up. Factors associated with increased odds of glycemic control during follow-up were: being female, POS/EPO health plan type, baseline A1C, early liraglutide initiation (0–1 prior oral anti diabetics [OADs] vs ≥2), adherence to liraglutide (defined as the proportion of days covered [PDC]), and diabetic retinopathy. Being female, earlier liraglutide initiation (0–1 prior OADs), and higher patient share of liraglutide costs were associated with significantly lower diabetes-related costs during follow-up. Factors associated with significantly higher post-index diabetes-related costs were: higher baseline A1C, baseline use of sulfonylureas, and diabetic retinopathy.

Conclusions:

Within this commercially-insured population of T2D patients treated with liraglutide, gender, baseline A1C, early liraglutide initiation (0–1 prior OADs), diabetic retinopathy, better adherence, and patient share of liraglutide costs were associated with increased odds of achieving glycemic control and the odds of having higher or lower diabetes-related costs.