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How CEOs Manage Growth Agendas
Oleh:
Lewis, Kenneth D.
;
Freeman, Kenneth
;
Nolen, George
;
Tyson, John
;
Greifeld, Robert
;
Gulati, Ranjay
Jenis:
Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi:
Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 82 no. 7-8 (Jul. 2004)
,
page 124.
Topik:
ceo
;
innovation
;
product differentiation
;
profitability
Ketersediaan
Perpustakaan Pusat (Semanggi)
Nomor Panggil:
HH10.26
Non-tandon:
1 (dapat dipinjam: 0)
Tandon:
tidak ada
Lihat Detail Induk
Isi artikel
When does it make sense for companies to grow from within ? When is it better to gain new capabilities or access to markets by merging with or acquiring other companies ? When should you sacrifice the bottom line to nurture the top line ? In a thought - provoking series of essays, five executives - Kenneth Freeman of Quest Diagnostics, George Nolen of Siemens USA, John Tyson of Tyson Foods, Kenneth Lewis of Bank of America, and Robert Greifeld of NASDAQ - describe how they have approached top - line growth in various leadership roles throughout their careers. They write candidly about their struggles and successes along the way, relaying growth strategies as diverse as the companies and industries they represent. The leaders' different tactics have almost everything to do with their companies' particular strengths, weaknesses, and needs. Freeman, for instance, emphasizes the importance of knowing when to put on the brakes. When he first became CEO of Quest, he froze acquisitions for a few years so the company could focus on internal processes and "earn the right to grow." But for Greifeld, it's all about innovation, which "shakes up competitive stasis and propels even mature businesses forward." The executives agree, though, that companies can grow (even profitably) by distinguishing their offerings from those of other organizations.
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