重新发现IT外包

IT业务外包已成为越来越普遍的现象,然而,企业从外包中获得好处的愿望能否成真?企业的商务环境是否发生了彻底变化?BCG专家经过研究认为,如果你对上述任一问题的答案是肯定的,那现在就到了你对上一次IT外包举措进行批判性审视的时候了。     

A SUPPLY CHAIN MANAGER SELECTION METHODOLOGY: EMPIRICAL TEST AND SUGGESTED APPLICATION

With the expanding global economy, no managerial position requires a broader set of skills than that of the supply chain manager. Understanding the complexities of filling this vital managerial position, recent conceptual research has called for the development of a tool designed to identify the top candidates for supply chain positions. This research presents a full test of a three hurdle methodology for supply chain manager selection. Empirical results reported here suggest that managers must possess superior general mental aptitude, need for achievement, and adaptability for firms to maximize performance.     

Recent perspectives on unconscious processing: Still no marketing applications

The history of subliminal research consists of cycles during which investigators report a subliminal finding, others fail to replicate it, but, nevertheless, the finding is publicized and achieves some degree of acceptance among lay audiences. Such cycles have been permitted by (a) inadequately standardized empirical criteria for subliminal effects and (b) lack of consensus on theories of unconscious processes. Recent advances in methods have yielded some replicable subliminal effects and new models of unconscious processes have abandoned some of the controversial motivational assumptions of past perspectives. Nevertheless, cautious interpretation of this recent work maintains the wisdom of a skeptical appraisal of the potential for productive marketing applications.     

FROM EXPERIENCE: Balancing the Product Development Process: Achieving Product and Cycle-Time Excellence in High-Technology Industries

Most companies' product development process (PDP) is inefficient and slow. Consequently, products are often late-to-market, over cost and not well-aligned with customer's needs. Because it involves all levels of the organization and crosses all functional boundaries, the PDP is very difficult to control. Unbalanced control is at the root of many of the symptoms of a troubled PDP. Michael T. Anthony and Jonathan McKay investigate the four primary unbalanced PDP behaviors exhibited by organizations and present four balancing mechanisms to correct these flaws. In their view, a balanced PDP contains a structured development methodology and project reviews at specific, high-impact points that involves top management appropriately while still allowing empowerment of the project teams.