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Work today,” says business über-guru Tom Peters, “is about two things: talent and projects.” 10 This broad shift in

Wilke’s secret to success? A culture of operational excellence—built on lean manufacturing, statistical process control, the theory of constraints, and purpose-built software.‡ Lean manufacturing, of course, came from the Toyota Way, the fusion of Deming’s and Japan’s “East meets West” ideas and practices. Statistical process control, too, comes st

Matching McDonald's accomplishment-and that of every other organization that creates value across the knowledge funnel-requires two very different activities: moving across the knowledge stages of the funnel from mystery to heuristic and heuristic to algorithm and operating within each knowledge stage of the funnel by honing and refining an existin

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successful leveraging of top professionals is at the heart of the success of the professional firm.

form a small team within each discipline (or service area). Their task is to develop a proprietary client-service methodology: that is, to come up with value-enhancing action ideas

The dominant thinking in business today is Orange. To achieve results, people must be motivated by individual incentives. Orange has no problems if this results in large wage differentials, if these differentials are justified by people’s merits and contributions.

What we can learn from how companies develop strategy is that although it is hard to get it right at first, success doesn’t rely on this. Instead, it hinges on continuing to experiment until you do find an approach that works.

Em um mundo em rápida transformação, as lições da experiência podem facilmente nos apontar a direção errada. E como o ritmo das mudanças está se acelerando, os ambientes em que vivemos tornam-se cada vez mais imprevisíveis.