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"Guterl, Fred"
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Keyhole View of a Genius
Physicist Albert Einstein is profiled. A series of books about the man delves into his complicated and passionate private life.
Magazine Article
Mr. Clinton, Put Down That Watering Can
When Pres Clinton announced his $17-billion technology initiative in Mar 1993, many Europeans dismissed it as just another example of the \"watering can\" approach to nurturing new technology and fostering industrial competitiveness. The EC's lukewarm response is because its own plunge into similar industrial policy under the rubrics of Esprit, Eureka and Race has not produced a tangible return.
Magazine Article
Goodbye, old matrix
Multinational corporations (MNC) are adopting less formal, network-type organization charts in hopes of responding faster in the global market. A new concept of management organization, informally called the \"corporate network,\" holds that an MNC should be managed as a vast network of employees linked by an extensive communications system and united by a clear corporate vision. Essentially horizontal, the corporate network eliminates many of the elements of the matrix-type organization. The corporate network is seen as a solution to the rigidity of the matrix, as more managers realize that innovation is by nature spontaneous and informal. For multinationals, companywide computer networks are proving to be an important first step toward more flexible management. However, multinationals are having problems bringing their foreign operations into the corporate mainstream. Other difficulties include recruiting high-level foreign executives and cultural isolation.
Journal Article
Take that, Goliath
Compaq Computer Corp has taken on IBM, the computer industry giant, and won. The company has set new technology standards for personal computers and delivering the products it promises on time.
Journal Article
Europe's secret weapon
After decades of slavishly operating according to US standards, Europe's large corporations finally are developing their own distinctive management style. The US management perspective, with its emphasis on numbers and exhaustive market research, worked well while European markets were growing rapidly. However, the growth period is over and every business has become intensely competitive. To succeed in the Europe of 1992 and beyond, managers must react quickly to changing market conditions and must start acting like Europeans. While the executives who run Europe's corporations will continue to rely on much of what they have learned from the US, they will increasingly display the traditional, more personal, even emotional European management traits that were buried in the quest for bottomline efficiencies. Many European companies have begun to recruit graduates with liberal arts degrees along with the MBA (master of business administration), figuring that generalists may become better managers once they have learned some technical skills on the job.
Journal Article
Paying for Light at the End of the Chunnel
The Channel Tunnel, connecting France and the UK, provides an opportunity to discuss whether the private sector is more efficient than government in financing and executing major construction projects.
Magazine Article
Tube wars
Given recent revolutionary changes, Europe is now the biggest arena for new television business in the world, and industry executives boast that their early lead in satellite technology will soon enable them to challenge America's dominance in programming.
Journal Article