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Business Objectives (business + objective)
Selected AbstractsHow Culture Helped Dow AgroSciences Succeed in Achieving Business Objectives of an AcquisitionGLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 1 2001Henry W. Head When Mycogen Seeds, a subsidiary of Dow AgroSciences (DAS), purchased Cargill Hybrid Seeds, there were good business reasons to do so. But DAS knew that achieving the promising business synergies depended upon successfully blending not just the businesses, but the culture in which the critical people would work. So they established a cross-functional integration team whose efforts both embodied a culture of respect for each individual and built as smooth a path as possible to achieve the underlying business objectives. © 2001 John Wiley & Sons, Inc. [source] Productivity,quality,costs,safety: A sustained approach to competitive advantage,a systematic review of the national safety council's case studies in safety and productivityHUMAN FACTORS AND ERGONOMICS IN MANUFACTURING & SERVICE INDUSTRIES, Issue 2 2008Tushyati Maudgalya The marked improvement in workplace safety levels in the past few decades has resulted in companies experiencing fewer safety accidents than before, thus making it less effective to argue that money spent on workplace safety and on injury prevention will yield much bottom-line benefit. To make a compelling business case for workplace safety investment, one must link safety objectives to other business objectives. The objective of this study is to determine whether workplace safety as a business objective adds value to the business bottom line. This research reviews published case studies to determine if there is a relationship between safety initiatives and increased productivity, quality, and cost efficiencies. Eighteen case studies (17 published by the National Safety Council) were analyzed using the Workplace Safety Intervention Appraisal Instrument. The appraisal scores ranged from 0.55 to 1.27, with an average of 0.91. The case studies were relatively strong in the Evidence Reporting and Data Analysis categories, as compared to the Subject Selection, Observation Quality, and Generalization to Other Populations categories. Following workplace safety initiatives, the studies revealed an average increase of 66% (2%,104%) in productivity, 44% (4%,73%) in quality, 82% (52%,100%) in safety records, and 71% (38%,100%) in cost benefits. In a few reported cases, it took only 8 months to obtain a payback in terms of monetary investment in the safety initiative. Although the studies did display a correlation between safety, productivity, and quality, there is insufficient evidence to categorically state that the improvements in productivity, quality, and cost efficiency were brought about by the introduction of an organization-wide safety culture. Notwithstanding, there is demonstrable evidence to indicate that safety as a business objective can assist an organization in achieving the long-term benefit of operational sustainability, that is, achieve a long-term competitive advantage by balancing business costs against social costs. Further research is required to conclusively prove the exact (possibly quantifiable) impact of safety investment on increased productivity, quality, and cost efficiency. © 2008 Wiley Periodicals, Inc. [source] Wilkhahn: A tradition of the cutting edgeDESIGN MANAGEMENT REVIEW, Issue 2 2002Brigitte Wolf Under the personal leadership of Fritz Hahne, Wilkhahn has created a niche for itself and earned a global reputation for designing high-quality, classically modern furniture that is both elegant and functional. In a rich overview of this German firm, Brigitte Wolf explores the business objectives, the work ethic, the design principles, the social and environmental values and, of course, the products and architecture that are the hallmark of this remarkable company. [source] Competition and Profitability in European Banking: Why Are British Banks So Profitable?ECONOMIC NOTES, Issue 3 2005David T. Llewellyn Substantial differences remain between the profitability of banks in different European countries. This article considers the relationship between competition and profitability in European banking focussing on the experience of the UK where two issues are considered: why British banks have been earning excess returns for more than a decade and why British banks seem to be more profitable than their Continental counterparts. A paradigm is offered to explain this. A distinction is made between shareholder value (SHV) and stakeholder value (STV) banks whose business objectives are often different. Significant differences exist between European countries in the balance of SHV and STV banks. The UK is almost unique in Europe in having almost exclusively SHV-based banks. Pressures will intensify for all European banks to adopt SHV strategies, which will imply substantial changes in bank strategies and business operations. [source] Microsoft implements readiness as a strategic forceGLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 5 2008Dustin Grosse The success of Microsoft's global product launches and solutions for a huge, diverse customer base hinges upon readiness in the field. To make workforce readiness a strategic lever, field training is aligned with business objectives, the role, and the task, and delivered to highly mobile communities at the right time, in the right place, and on the right device. The Sales, Marketing, and Services Group Readiness group builds its training offerings on three pillars of content development: an operating model that aligns priorities across businesses, regions, and customer segments; strong partnerships with business groups and subject matter experts; and metrics for assessing results. © 2008 Wiley Periodicals, Inc. [source] Productivity,quality,costs,safety: A sustained approach to competitive advantage,a systematic review of the national safety council's case studies in safety and productivityHUMAN FACTORS AND ERGONOMICS IN MANUFACTURING & SERVICE INDUSTRIES, Issue 2 2008Tushyati Maudgalya The marked improvement in workplace safety levels in the past few decades has resulted in companies experiencing fewer safety accidents than before, thus making it less effective to argue that money spent on workplace safety and on injury prevention will yield much bottom-line benefit. To make a compelling business case for workplace safety investment, one must link safety objectives to other business objectives. The objective of this study is to determine whether workplace safety as a business objective adds value to the business bottom line. This research reviews published case studies to determine if there is a relationship between safety initiatives and increased productivity, quality, and cost efficiencies. Eighteen case studies (17 published by the National Safety Council) were analyzed using the Workplace Safety Intervention Appraisal Instrument. The appraisal scores ranged from 0.55 to 1.27, with an average of 0.91. The case studies were relatively strong in the Evidence Reporting and Data Analysis categories, as compared to the Subject Selection, Observation Quality, and Generalization to Other Populations categories. Following workplace safety initiatives, the studies revealed an average increase of 66% (2%,104%) in productivity, 44% (4%,73%) in quality, 82% (52%,100%) in safety records, and 71% (38%,100%) in cost benefits. In a few reported cases, it took only 8 months to obtain a payback in terms of monetary investment in the safety initiative. Although the studies did display a correlation between safety, productivity, and quality, there is insufficient evidence to categorically state that the improvements in productivity, quality, and cost efficiency were brought about by the introduction of an organization-wide safety culture. Notwithstanding, there is demonstrable evidence to indicate that safety as a business objective can assist an organization in achieving the long-term benefit of operational sustainability, that is, achieve a long-term competitive advantage by balancing business costs against social costs. Further research is required to conclusively prove the exact (possibly quantifiable) impact of safety investment on increased productivity, quality, and cost efficiency. © 2008 Wiley Periodicals, Inc. [source] The Pearls and Perils of Identifying PotentialINDUSTRIAL AND ORGANIZATIONAL PSYCHOLOGY, Issue 4 2009ROB SILZER Organizations today are increasingly focused on talent as a strategic asset and a competitive advantage for achieving business success. As a result, most major organizations have recognized the need for and outlined a formal process to identify and assess high-potential talent. There is, however, little agreement within or between organizations on the definition and components of the concept of potential. The existing definitions and models of potential are often narrowly focused on only a few select factors and give little attention to the broad spectrum of potential talent in an organization. This article introduces a new integrated model of potential that incorporates previous literature and current assessment practice regarding high potentials, provides a coherent structure of potential, and is reflective of a variety of different talent pools. The model provides a useful method for answering the key question,Potential for what? Three key components of potential are described by the model: (a) foundational dimensions, (b) growth dimensions, and (c) career dimensions. Implications for assisting organizations in more effectively managing their high potential talent for strategic business objectives are discussed. [source] New value partnerships: the lessons of Denny's/Save the Children partnership for building high-yielding cross-sector alliancesINTERNATIONAL JOURNAL OF NONPROFIT & VOLUNTARY SECTOR MARKETING, Issue 3 2001Shirley Sagawa While business and nonprofit organisations have long used alliances within their own sectors to address specific needs, increasingly they are turning to cross-sector partnerships that benefit both parties while they serve the common good. In the last decade, marketing alliances between businesses and social sector organisations have become increasingly common as ways for companies to achieve business objectives and for social sector organisations to raise their visibility and attract new resources. The alliance between Denny's and Save the Children provides an example of a noteworthy marketing partnership that shows how a cross-sector alliance can assist a company with a damaged public image to build a new public identity while enabling an international nonprofit organisation to create an ambitious programme for US children. As a new value partnership, a long-term, high yielding alliance between businesses and social sector organisations, this relationship is characterised by several elements: communication, opportunity, mutuality, multiple levels, open-endedness, and new value, forming the acronym COMMON. Copyright © 2001 Henry Stewart Publications [source] A Multidimensional Framework for Understanding Outsourcing ArrangementsJOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 4 2007Nada R. Sanders SUMMARY The growth of outsourcing has resulted in numerous different outsourcing arrangements, ranging from out-tasking and managed services to business process outsourcing and transformational outsourcing. The growing lexicon of outsourcing terminology has caused confusion for many managers and academicians alike, who tend to view outsourcing as a fixed, discrete event or a simple make-or-buy decision. In reality, outsourcing is an umbrella term that includes a range of sourcing options that are external to the firm. Understanding these options, their characteristic differences, and how they serve to meet differing business objectives is the focus of the current research. Based on in-depth interviews with 19 senior executives experienced in outsourcing, as well as a thorough synthesis of available research, this article provides a framework clarifying the broad spectrum of outsourcing arrangements, and their inherent risks and advantages. Managerial guidance related to outsourcing is also provided. [source] | ||||||||||