scholarly journals Business development: A barometer of future success

10.5912/jcb65 ◽  
1969 ◽  
Vol 10 (2) ◽  
Author(s):  
Edmund L Valentine
Keyword(s):  
Corporate Culture ◽  
Chief Executive ◽  
Biotechnology Industry ◽  
Business Development ◽  
Product Line ◽  
Visionary Leadership ◽  
Senior Management ◽  
Key Factors ◽  
Future Success ◽  
Development Objectives

In the pharmaceutical and biotechnology industry, an excellent barometer of potential future success is a company's ability to find and execute accreditive deals. The key factors that differentiate successful companies are: (1) visionary leadership that sets aggressive but achievable, coordinated, measurable individual business development objectives to be met by designated dates, and (2) a proactive results- versus activity-oriented corporate culture. In these companies, senior management, from the Chief Executive Officer down, are focused on business development efforts to ensure that future product line gaps are filled before they materialise. Business development is supported by systems and processes that facilitate the timely identification and execution of accreditive deals. This paper discusses how successful companies set and achieve realistic business development objectives. Failure to fill future product line gaps through in-licensing, joint ventures or acquisitions will result in many companies being downsized, acquired or merged, or going out of business.

The CEO’s route to the top: The South African experience

2019 ◽  
Vol 38 (2) ◽  
pp. 103-120
Author(s):  
Chris Van Melle Kamp ◽  
Karl Hofmeyr ◽  
Mandla Adonisi
Keyword(s):  
South Africa ◽  
South African ◽  
Chief Executive ◽  
Senior Management ◽  
Childhood And Adolescence ◽  
Next Generation ◽  
Chief Executives ◽  
Leadership Challenges ◽  
African Experience ◽  
Depth Interviews

In this study we draw on a series of in-depth interviews with chief executives of some of South Africa’s most prominent businesses, to investigate how their careers unfolded as they rose to the top of their organisations.Twenty-seven CEOs of South Africa’s top companies were interviewed. Eleven of these companies are listed among the top 50 South African companies.We trace the evolution of leadership, from its embryonic beginnings in childhood and adolescence, through the different stages of a developing career to the crucial transformation of an operational mindset into a strategic one.We examine the circumstances that led to these CEOs being appointed and describe the difficulties of transitioning from a senior management role into that of chief executive. We look at the competencies and experience necessary to be effective as the leader of an organisation, as well as the role played by motivation and self-belief. Finally, we identify the unique leadership challenges faced by chief executives in South Africa and pass on their advice to the country’s next generation of leaders.

scholarly journals Strategy and sustainability: a strategic logic for engagement with the environment

2015 ◽  
Vol 1 (1) ◽  
Author(s):  
Mike Rosenberg
Keyword(s):  
Energy Efficiency ◽  
Chief Executive Officers ◽  
Environmental Performance ◽  
Boards Of Directors ◽  
Chief Executive ◽  
Senior Management ◽  
General Lack ◽  
Sustainability Reports ◽  
Executive Officers ◽  
Strategic Logic

Abstract While many firms today routinely publish sustainability reports, work to increase their energy efficiency and market some part of their products or services to customers who are in some way interested in their environmental performance, there still appears to be a general lack of engagement on the issue of the environment from Chief Executive Officers and members of Boards of Directors. Despite years of effort and thousands of scholarly articles, academia has yet to develop a compelling framework with which to engage Senior Management. The article proposes such a framework based on an idea called environmental sensibility and the degree of compliance a firm chooses to pursue.

scholarly journals АНАЛІЗ СПІВРОБІТНИКІВ КОМПАНІЇ ЯК НОСІЇВ КОРПОРАТИВНОЇ КУЛЬТУРИ

2019 ◽  
Vol 125 (4) ◽  
pp. 62-68
Author(s):  
Олена Миколаївна Афанасьєва ◽  
Валерія Вячеславівна Кошарна
Keyword(s):  
Staff Development ◽  
Corporate Culture ◽  
Social Life ◽  
Wide Spectrum ◽  
Equity Capital ◽  
Key Factors ◽  
Factors Affecting ◽  
Remuneration Policy ◽  
Business Structures ◽  
Definition Of

The paper explores the key factors affecting the corporate culture formation and development. Recently, the issues of corporate culture, especially in large organizations, trigger the focused attention of a number of management theorists and practitioners. It is a relatively new and insufficiently researched concept, both in this country and abroad. People make the foundation of any company, conversely any organization directs its activities towards a person fostering a multifaceted diversity of organizational culture brought in by each employee. This wide spectrum of variety is shaped by the uniqueness of each individual. Each person’s genetic background is exceptional which stems from people’s diversity of the universe. Ukrainian national individualism specified by the nature of social life plays a dual role in building a corporate culture domain of domestic business structures. Given the equity capital formation under the indirect ownership-based principle of “from individual to collective”, this feature of a national character contributes to corporate philosophy tailoring. The paper suggests a definition of the “corporate culture” concept as a set of values, beliefs, opinions, perceptions, expectations, symbols as well as behavior norms and patterns, traditions, rituals, etc. that have developed in the organization or its divisions during its life cycle and which are accepted by the majority of employees. The system of leadership based on encouraging practices is proved to be most effective. Diligent, initiative performance of management instructions, hard creative work in this case depend on the remuneration policy. Thus, incentives should be meaningful for a performer and feasible for a firm. Insights to a range of theoretical and practical aspects in building employee’s corporate culture are provided. The personnel particular role in facilitating the enterprise performance efficiency is revealed. The paper verifies the need to implement coaching in terms of effective training practices for staff development.

Integration of Internet of Things components into a firm’s offering portfolio – a business development framework

Info ◽  
2016 ◽  
Vol 18 (2) ◽  
pp. 53-63 ◽  
Author(s):  
Torsten J Gerpott ◽  
Sebastian May
Keyword(s):  
Internet Of Things ◽  
Business Models ◽  
Business Development ◽  
Business Strategies ◽  
Product Portfolio ◽  
Sensors And Actuators ◽  
Content Type ◽  
Case Examples ◽  
Development Framework ◽  
Development Objectives

Purpose – This paper aims to provide a foundation for firms trying to evaluate the suitability of Internet of Things (IoT)-enhanced offerings against the background of their current portfolio. Currently, quite a number of companies consider revising or extending their portfolio of products and services by incorporating IoT components to achieve competitive advantages. However, an unsystematic and autotelic addition of connected sensors and actuators to present offerings does not necessarily lead to substantial market success. Design/methodology/approach – The approach of this paper is to identify different roles which IoT components can play in offering portfolios; clarify business development objectives, which can be achieved by the combination of products and services with IoT components; and report case examples which help to highlight how business development objectives can be reached with the help of IoT components fulfilling specific roles. Findings – IoT components may play three different roles when integrated into product or service offerings. This role differentiation is crucial in understanding how IoT amendments can be instrumental in supporting the achievement of specific business development objectives pursued by a firm. Research limitations/implications – The framework is based on conceptual considerations. To overcome this limitation, empirical research on technology-, cost- and customer-related impacts of IoT-enhanced offerings is desirable. Practical/implications – Firms need to evaluate three roles which IoT components can play against the background of their present product portfolio when developing new business strategies. Originality/value – This paper combines literature on the principles of operation of IoT applications and business models with current use-cases to provide implications for IoT-related business development issues.

17. Failed Democratization

2009 ◽  
Author(s):  
M. Steven Fish ◽  
Jason Wittenberg
Keyword(s):  
Oil And Gas ◽  
Chief Executive ◽  
Executive Power ◽  
Structural Factors ◽  
Key Factors ◽  
Muslim Population ◽  
Political Actors ◽  
History Of ◽  
And Gender ◽  
Established Democracies

This chapter examines key factors that lead to failed democratization. It first describes five categories of countries: established democracies, established autocracies, robust democratizers, tenuous democratizers, and failed democratizers. Using the Freedom House Index, it explains why some democratizers slid backwards while others did not. In particular, it looks at the conditions that undermine democracy and political actors, such as the chief executive, that contribute to democratization’s derailment. The chapter identifies several major structural factors that influence whether democratization succeeds fully, succeeds partially, or fails. These include poverty, a late history of national independence, a large Muslim population, economic reliance on oil and gas, and gender inequality. The chapter concludes by considering ways of reducing the hazards of democratic reversal and preventing relapses into authoritarianism, such as strengthening legislatures and curtailing executive power.

18. A Decade of Democratic Decline and Stagnation

2018 ◽  
pp. 267-282
Author(s):  
M. Steven Fish ◽  
Jason Wittenberg ◽  
Laura Jakli
Keyword(s):  
Oil And Gas ◽  
Chief Executive ◽  
Executive Power ◽  
Structural Factors ◽  
Key Factors ◽  
Muslim Population ◽  
Political Actors ◽  
History Of ◽  
And Gender ◽  
Established Democracies

This chapter examines key factors that lead to failed democratization. It first describes five categories of countries: established democracies, established autocracies, robust democratizers, tenuous democratizers, and failed democratizers. Using the Freedom House Index, it explains why some democratizers slid backwards while others did not. In particular, it looks at the conditions that undermine democracy and political actors, such as the chief executive, that contribute to democratization’s derailment. The chapter identifies several major structural factors that influence whether democratization succeeds fully, succeeds partially, or fails. These include poverty, a late history of national independence, a large Muslim population, economic reliance on oil and gas, and gender inequality. The chapter concludes by considering ways of reducing the hazards of democratic reversal and preventing relapses into authoritarianism, such as strengthening legislatures and curtailing executive power.

Knowledge Management Strategies Implementation in Innovation Intensive Firms

2009 ◽  
pp. 169-192 ◽  
Author(s):  
Fatima Guadamillas-Gomez ◽  
Mario J. Donate-Manzanares
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Corporate Culture ◽  
Information Technologies ◽  
Management Practices ◽  
Human Resources Management ◽  
Management Strategies ◽  
Key Factors ◽  
Managerial Perspective

This chapter analyses the implementation of knowledge management strategies (KMS) in technologyintensive firms. Firstly, a review of KMS in the knowledge management (KM) literature is carried out in order to conceptually establish the focus of the chapter. Next, some key factors for successful KM implementation, such as corporate culture, technological systems, ethical leadership, human resources management practices and organizational flexibility are identified and explained. After that, the case study of two firms which have successfully implemented a KMS in innovation-intensive industries, such as electronics and information technologies, is shown. Finally, and based on the results of the case study, some suggestions are extracted and recommendations are made from a managerial perspective in order to implement a KMS effectively.

HR-ANALYST: ACHIEVEMENTS, CAPABILITIES AND CONDITIONS OF USE

2017 ◽  
Vol 6 (1) ◽  
pp. 5-11
Author(s):  
Коновалова ◽  
Valyeriya Konovalova
Keyword(s):  
Organizational Performance ◽  
Corporate Culture ◽  
Practical Application ◽  
Key Factors ◽  
Current State ◽  
Wide Range ◽  
Productivity Increase ◽  
Potential Benefits ◽  
Staffing Needs ◽  
Interaction Management

The article deals with problems of HR analytics and its practical application to improve management decisions of individual and organizational performance. The results of Russian and foreign research on the current state of and prospects for the use of HR analysts are summarizes. The levels of HR analysts (from the drafting of HR-metrics to predictive modeling) are allocated, their characteristics are disclosed. The examples of the successful use of HR analysts in modern practice are given, special attention is paid to predictive analysts, the author highlights the potential benefits of organizing, its use for a wide range of tasks: forecasting staffing needs, forecasting staff turnover, improving recruitment, better interaction management talent, identifying the most valuable employees, corporate culture and management involvement, identifying key factors for motivation and success, increase staff productivity, increase efficiency of training and formation of competencies.

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