New Methods of

n Index
Business planning process, 32–33
Business services. See Producer services
C
Cadmium, EU market restrictions, 77
Ceremonies, in organizational culture,
286–287
Change, drivers of, 387–388
culture, 388
in improvement program, 10
structure, 387–388
technology, 387
Chaos complexity, 393–394
Chase model, 122–123
Christensen, Clayton, 6, 18, 145
Classical management functions, 245–248
controlling, 248
directing, 247–248
organizing, 246–247
planning, 246
Classical management thinkers, 70–71
Closed ITO model. See also ITO model
with multiple customer roles, 62
Closed loop supply chain, 77
Closed systems, 67–73
strategy, 70–71
CLSC. See Closed loop supply chain
Collaboration, 171–172, 225
Complexity of marketplace, 151
Comprehensive supply chain model,
320–322
Conceptual technologies, 208
Configuration of integration supply chain,
327–331
distribution, 329
finance, accounting, 329–330
manufacturing, 328–329
marketing, 327–328
purchasing, 328
top management, 330–331
Construction technology, 206–209
Consumer services
defined, 371–372
future of, 372
roles of, 372
Contingency theory, 103–105
Continuous improvement, 200–205
Continuous replenishment programs, 170
Control, as management function, 248
Core competency, 72
Corporate life, defined, 20
Costing, activity-based, 139
Costs, benefits of added technology, 227–228
Creativity, fostering, 280
Critical success factors, 2, 4–5, 19–50, 53,
64, 84, 128, 148, 380, 383–384,
396–399, critical success
factors27–29
business planning process, 32–33
characteristics of, 37–39
defined, 21–22
effect on operations deployments, 44
evolution in U.S., 22–26
growth, 40–41
hierarchy of, 33–34
interrelated, examples, 34
manufacturing flows, 44–45
manufacturing strategies, 45
maturity, 41
in operational planning, 41–45
performance measurement, 47
planning process, 33
hierarchy, 30–33
positioning strategy, 43–44
project and program plans, 33
recommendations, 42–43
role, 34–41
in selecting management programs,
45–47
service increase, 384
start-up, 40
strategic planning
characteristics of, 37–39
defined, 35–36
in strategic planning, 31–32, 34–41
characteristics of, 37–39
temporal nature of, 39–41
use at IBM, 46
Cross-functional teams, 258–259
CRP. See Continuous replenishment
programs
CSFs. See Critical success factors
Culture
as driver of change, 388
slogans, strategy, interplay of, 301
Culture of organization, 271–306
artifacts, 283–291
behavioral norms, 287–288
ceremonies, 286–287
changing, steps in, 293–303
commitment to company, 279–281