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Moving Beyond Company Organization Silos: Lessons from the Aviation Industry

Leading Blog

And just to make things interesting, do it in a decentralized organizational construct where laws, standards, and procedures aren’t as tightly controllable as within a single company. Even worse, functional processes — finance, human resources, sales, etc. logistics, and finance. finance, I.T., Recall how the U.S.

Industry 272
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To Understand the Future of Tesla, Look to the History of GM

Harvard Business Review

When Sloan became president of GM in 1923, he put in place planning and strategy, measurements, and most importantly, the principles of decentralization.” Sloan kept the corporate staff small and focused on policy making, corporate finance, and planning. He had each of the divisions start systematic strategic planning.

Insiders

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The 3 Company Crises Boards Should Watch For

Harvard Business Review

Rather than managing that complexity by delegating and decentralizing, the CEO became even more controlling. To support a change in strategy from efficiency-driven to innovation-driven growth, the company acquired another company to be its innovation engine. The finance group scrutinizes capital requests.

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There Is No Invisible Hand

Harvard Business Review

An engineering analogy may help. The very word "equilibrium" is deeply misleading in this context because it describes a situation that is not an equilibrium, either in plain English or in engineering. How could decentralized trading move markets to equilibrium if there is only one good? But it is pure assumption.

Crisis 19
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An Insider’s Account of the Yahoo-Alibaba Deal

Harvard Business Review

content (news, finance, weather) into two Chinese languages, and directory access to 20,000 web sites, an approach that the company had adopted elsewhere. search engine company Inktomi in 2002. On the finance and deal side, we also felt a strong kinship with Tsai. Tsai, for example, clearly understood U.S.

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Using Supply Chains to Grow Your Business

Harvard Business Review

One result is that they keep their cards close to their chests about what they are looking for (at first), while expecting you to reveal everything – your finances, pricing, ownership, human resources, production processes, quality assurance, customer service procedures, KPIs, and existing customers.

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‘My Years with General Motors’, Fifty Years On

Harvard Business Review

Moreover, Sloan did this by means of organizational mastery, without the major engineering breakthrough that other GM insiders believed was their only hope. Despite his own origins as an MIT-educated engineer, he took inspiration from the “Paris dressmakers.” A central office kept track of finances and the allocation of resources.