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Published on 08.12.2011
DMR 04/2011 - Alignment
Skydivers falling in formations are masters of alignment. If all of the jumpers are to find their positions in the completed formation as planned, each and every one of them must be oriented and aligned with the neighboring divers. This type of behavior is also familiar from animals that move in swarms: fish or birds react to the changes in direction of their neighbors so that every change of direction can be accomplished as a unit. When it comes to classic business alignment, however, marching in step and mutual alignment still fall under the category of wishful thinking. And synchronization is necessary at many interfaces within the company as well as beyond the company walls. Our authors have case studies from the sectors automotive, ICT, and government for examination, give thought as to where and how innovation can find a place within the framework of perfect coordination of strategy and structure, and illustrate how much the reconciliation of the strategic objectives of a service level agreement with the metrics for the measurement of these objectives can contribute to the success of an outsourcing deal.
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Published on 21.09.2011
DMR 03/2011 - Simplicity
Less is more – that is not just the title of one of the articles included in this issue of DMR featuring the general topic of “Simplicity”. It is in fact the quintessence of the issue, which will become apparent as you read the material. But why is it so difficult to keep structures, processes, or functions simple over the long run? Perhaps it has to do with the many opportunities we always want to integrate, with the enormous amount of information that can obscure the view of what is essential. Our authors apply the principle of simplicity to a number of different subjects and illustrate how the sensible use of technology can provide orientation and reduce complexity to a level which does not overwhelm our ability to act.
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Published on 22.06.2011
DMR 02/2011 - Diversity
Diversity is a competitive advantage. And this is genuinely the case in many respects: companies must offer their customers the broadest possible range of products, including customization, if they don’t want to lose out to their competitors in the battle for market share. A large number of suppliers and service providers have now been integrated into the value chain, but managing them is driving the complexity of business processes upwards. Products can – and must – be sold through many different channels, including opportunities for mobile consumers. Moreover, no management plan today is complete without the subject of personnel diversity: variances in talent – i.e., experience, perspectives, and skills of employees arising from their cultural and ethnic backgrounds – can boost corporate success. So the future will be colorful indeed. A magnificent outlook!
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Published on 16.03.2011
DMR 01/2011 - ICT 2032
What will the world look like in 2032? The crystal ball remains dark even for our experts – but they are able to make predictions about the ways information and communications technology will impact and change our ways of doing business and our society in the future. The latest issue of DMR and its authors look ahead to these exciting prospects. We cast a light on application areas such as automotive and energy industry as well as on the world of telecommunications companies itself. All of the writers agree that the changes will be radical in nature. Their recommendation for companies, no matter what the industry: start thinking now about your future positioning in this new world.
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