Knowledge@Australian School of Business

previous articles articles 21 to 30 of 68 more articles

thumbnail Greening the Supply Chain: Driving Transportation Reform
Transportation is only an estimated 4% of the global supply chain, but it's one of the ripest areas for reform. Combining trips, switching to alternative fuels and fuel-efficient shipping, reducing wasteful product returns, and reusing material rather than sending it to landfills are just a few of the options available. Savvy companies are setting ambitious energy use and greenhouse gas reduction targets.
 
From: June 20, 2012 thumbnail Changes Needed at Avon Are More Than Cosmetic

Sherilyn McCoy, Avon Products' new CEO, faces a daunting list of challenges: a three-year internal investigation into charges of government bribery in China; an SEC investigation into alleged leaks to analysts; possible takeover offers from two different suitors, and a stock that lost nearly half its value in 2011. Wharton faculty offer a roadmap for getting Avon back on its feet.


From: May 01, 2012 thumbnail Listen Up: Is that the Sound of Your Corporate Hierarchy Crumbling?
The average employee today is fully empowered and enabled with technology in their hip pockets. Digitally savvy customers can serve themselves and dispatch their smart ideas and stinging criticisms from anywhere at anytime. And, with innovation thrust upon them, organisations are changing shape as a result. As management theorist Henry Mintzberg's "machine bureaucracy" vanishes beneath a mesh of interactions, large enterprises need to wake up to being less about hierarchy and learn how to leverage the new transparency, observes Andy Lark, chief marketing officer of the Commonwealth Bank of Australia. So in this new era, should you listen to the customer or the boss?
From: April 22, 2012 thumbnail Pop Quiz: Can Indra Nooyi Revive PepsiCo?
When Indra Nooyi became CEO of PepsiCo in 2006, she unveiled a bold plan to introduce wholesome offerings into the company's line of sugary beverages and snacks. But observers say the strategy has amounted to a case of too much, too soon, and now the company must come back from years of flat earnings and waning consumer interest in its products. Recently, PepsiCo's board made a series of leadership changes that indicate Nooyi might be on her way out. How can Pepsi regain the confidence of investors and customers?
From: March 29, 2012 thumbnail Competitive Advantage: Keep a Seat for the CIO at the Executive Table
Chief information officers are facing numerous new trends in information technology. Think cloud computing, the rise of software as a service, the recent ubiquity of consumer devices and social media... IT can transform business performance. But enterprise IT no longer emanates from one part of an organisation, so strategising the ways to make an organisation competitive has become far more complex. The Australian School of Business is part of an international research collaboration exploring how – and from where – CIOs can best influence business outcomes.
From: March 19, 2012 thumbnail Offshore Expansion: How to Create International Success
Models for international business success typically indicate companies need strong internal resources and deep pockets to buy time to succeed in new markets. But new research from the Australian School of Business shows how a Malaysian company defied conventional wisdom when it set up in Australia's smallest state, Tasmania. Veneer manufacturer Ta Ann found that other factors count when expanding offshore. The company drew significantly on the skills and knowledge of local government, agencies and consultants, and its case study provides crucial pointers for managers making plans to set up operations in new locations.
From: March 13, 2012 thumbnail How the Leadership Challenge is Not About Numbers
As the Prime Minister faces a challenge, old-style leadership priorities have been brought into sharp focus by a study that shows Australia's changing economy demands a more progressive way of leading and prioritising people, rather than number crunching, cost-cutting and capital considerations. A focus on intangible attributes presents the new way forward, according to the federal government-funded research project led by Christina Boedker of the Australian School of Business. Researchers are now moving into phase two of the study to explore how leadership and personalities interact.
From: February 20, 2012 thumbnail What's Wrong With this Picture: Kodak's 30-year Slide into Bankruptcy
When new technologies change the world, some companies are caught off-guard. Others see change coming and are able to adapt in time. And then there are companies like Kodak -- which saw the future and simply couldn't figure out what to do. Kodak's Chapter 11 bankruptcy filing on January 19 culminates a long series of missteps, including a fear of introducing new technologies that would disrupt its highly profitable film business.
From: February 07, 2012 thumbnail Cognitive Overload? How Big Brother Manages Too Much Information
Can't think straight? Chances are you have cognitive overload. Work roles that require multi-tasking and switching between modes of communication can overstretch brainpower. Telltale signs are altered speech patterns and blinking more slowly. Now new technology, based on research from the University of New South Wales, is helping managers select the right candidates for jobs and identify when workers are overloaded. In call centres, the smart software can even reallocate work. Not everyone will be comfortable with "big brother" watching, but experts say this is one way of avoiding the fallout from too much information.
From: December 13, 2011 thumbnail Beyond Specialisation: How Businesses Benefit When Opposites Attract
The notion that people within a business cannot excel at everything typically prompts organisations to pursue particular orientations. They may be "customer focused" or put "employees first". Some are "adaptable" while others are "systems driven". However, new research from the Australian School of Business is challenging traditional business logic by revealing that ambidextrous organisations – those that adopt a more flexible approach and embrace the opposites – are more successful in terms of business performance, customer loyalty and staff engagement. Ambidexterity means more than being adaptable, it is about seeing value in the opposites, then striving to achieve them.
From: November 23, 2011




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Knowledge@Australian School of Business