Strategy & Management

Magazine articles on business strategy, management and leadership.

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CIO September 15, 2002 Chuck Martin	How to Plan for the Short Term Being quick, nimble and reactive is the order of the day. Start by getting rid of the long-term mind-set.
CIO September 15, 2002 Mohanbir Sawhney	Getting Real About Getting Paid What if companies were compensated based on the value they created for their customers?
CIO September 15, 2002 Christopher Koch	Q&A with Robert Napier, CIO at Hewlett-Packard Robert Napier, 55, former CIO of Compaq, is now senior vice president of IT and CIO of the combined HP. He's a clear product of Compaq's brasher culture, and he worked for HP's CEO Carly Fiorina in an earlier life. But there's more to the new HP than meets the eye, as we discovered.
CIO September 15, 2002 Steve Williams	His Side of the Mattress Mattress Giant CIO Steve Williams had to figure out a way to save his company's ERP project. But first he had to figure out the company's business.
Entrepreneur October 2002 Mark Henricks	A New Standard Finished sweating through your ISO 9000 certification? Time to think about ISO 14001.
IndustryWeek September 12, 2002 David Drickhamer	Full Speed Ahead This article spotlights eight elite manufacturers navigating a profitable course in stormy times.
Knowledge@Wharton	Has the Kingdom of Disney Lost its Magic? Despite the popularity of its megahit movie The Lion King, the Walt Disney Co. these days is hardly king of the jungle. Its revenues are sagging amid declining theme park attendance, a lack of movie hits, and poor ratings for its ABC network. Long-time Disney CEO Michael Eisner on the hot seat.
Knowledge@Wharton	One Way to Settle the Controversy over Stock Options: Eliminate Them Some Wharton professors question this approach, warning that abandoning stock options altogether could ultimately hurt a company's performance. They say that despite recent allegations of abuse, stock options remain a valuable way to get managers to perform at their peak level.
Knowledge@Wharton	Pricing and Fairness: Do Your Customers Assume You Are Gouging Them? Research into consumer perceptions of business has found that there is a general perception that prices are unfair, and that companies -- not just retailers -- make a lot of profit. Managers need to think like customers if they want to give them the sense they're being treated equitably.
Knowledge@Wharton	Corporate Boards Should Represent a Broader Community of Interests Wharton professor Scott Armstrong believes that boards should include individuals who represent various stakeholders, such as employees, the community, customers, small investors and others. Only then, he says, can boards reduce top management's irresponsible, unethical and illegal behavior.
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