Abstract: There is much talk today about becoming a “strategy focused organization.” But is this the right approach in an increasingly unpredictable world in which major events such as terrorist attacks, environmental disturbances or rapid market movements can disrupt or derail any carefully crafted strategy? Focusing too much on strategy and not enough on flexible response can be a recipe for disaster. The answer, as this paper explains, is to set a strategic direction but have the capability to change quickly in response to emerging events.

Abstract: Lean thinking has been around for decades, yet relatively few organizations have adopted its ideas to the fullest extent. And as the evidence for radical improvement is compelling you have to wonder why. The clues are in the way that most organizations are designed and managed and the difficulties of changing from hierarchies to self-managed teams. This paper examines lean thinking and, by taking a closer look at the Toyota case, provides some guidelines that will help leaders to better understand what needs to be done

Abstract: Profit sharing schemes are an attempt by many organizations to provide a fairer approach to management and employee recognition and rewards. But most fail to survive a ‘bad year’ in which profits fall and managers/employees receive little or no bonus. This ‘entitlement creep’ problem (bonuses soon get built in to an individual’s expectations) suddenly becomes a crisis and the scheme is abandoned. As this paper explains a few smart organizations have found ways around these problems.

Abstract: Most large organizations offer their senior executives compensation packages that include some element of ‘pay-for-performance’. The underlying assumption is that these align the interests of their executives with those of the shareholders. But the evidence is tenuous at best. This paper examines this evidence and suggests a number of ways that boards can design schemes that reward longer-term performance while minimizing the toxic effects of these schemes.

Abstract: Few leaders know how to decentralize their organizations effectively. Just delegating more authority within the tramlines of fixed targets and budgets will not get you there. They need to create as many small units as possible and then give them real autonomy and make them accountable for their performance. This requires the full backing of the board, a realignment of head office roles and the creation of self-managed teams as well as performance management processes that support those roles.

Abstract: Self-managed teams are hardly a new idea. They have been tried in one form or another for over 50 years. But they usually operate within strict budget limits and are accountable for fixed targets. This severely limits their scope and authority and, in most cases, strangles them altogether. Leading organizations treat self-managed teams differently. They give them real autonomy to set their own plans and goals and regulate their own performance. This paper examines the key issues that cause self-managed teams to either succeed or fail.

Abstract: Most large organizations are moving their central services functions to shared services centers. However, while the economies of scale can look compelling there are many hidden traps lying in wait. Unless these changes are accompanied by a real service culture then internal customers (i.e., business units) are likely to resist them and the full potential of these shared services centers (e.g., higher quality processes and lower costs) will be lost.

Abstract: Standard costing remains the product costing method of choice today despite the dramatic increase in the proportion of fixed to variable costs and the added difficulties of allocating overheads. As this paper discusses, there are alternative approaches that avoid many of these problems and enable managers to better manage total costs rather than focus too narrowly on unit costs. But it means embracing lean manufacturing and overhauling the whole cost accounting system

Abstract: Activity-based costing (ABC) models enable managers to understand product and customer net profitability by providing better methods of allocating overheads. But few challenge the need for these costs in the first place many of which are caused by the controlling bureaucracy. More enlightened managers use ABC’s big brother, activity-based management (ABM), to see whether costs should be incurred at all, but as this paper explains its implementation can be complicated and expensive.

Abstract: Corporate performance management (CPM) systems have the potential to enable leaders to devolve more decision-making to front line teams while keeping themselves informed and in control. But everything depends on how these systems are used. If it is to reinforce top-down control then little will be gained. But if it is used to empower front line teams then CPM will provide a real source of competitive advantage. This paper looks at these issues and how some organizations are maximizing their value from CPM