Getting Pricing Right It should be straightforward enough: set prices according to the mathematics handed over by the pricing analytics team, and revenues will increase. Read more. To view our interactive content, please install Adobe Flash Player 8.  Getting Pricing Right
The value of a multifaceted approach
Larry Montan, Terry Kuester and Julie Meehan
It should be straightforward enough: set prices according to the mathematics handed over by the pricing analytics team, and revenues will increase. Too often, however, intervening factors defeat the wisdom of the number crunchers, suggesting that pricing capabilities are something broader.
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 Opening Up: The Promise and Pitfalls of Alliances
Open network alliances offer tremendous promise — but with their own set of risks
Scott Wilson and Doug Tuttle with Ryan Alvanos
Open business models, which can bolster companies’ R&D capabilities, present an attractive route to innovation in a competitive market. Not surprisingly, alliances have become increasingly popular. Yet the results are often something less—or different—than expected.
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 Finance Masters
How finance is quietly emerging as a key to business transformation
Steven Ehrenhalt, Peter Koudal and Atanu Chaudhuri with Aditi Rao
In assessing their companies’ strengths, executives tend not to focus on the ubiquitous finance function. Yet recent survey data suggest that many strong-performing companies, and those with superior alignment between strategic and operational goals, have elevated finance beyond stewardship and honed it to a fine competitive edge.
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 Mass Career Customization
Building the corporate lattice organization
Cathy Benko and Anne Weisberg
The notion of the corporate ladder has outlived the telegraph and the typewriter, but the new realities of generational expectations and technology have eroded the usefulness of the old metaphor. More importantly, these realities suggest a model that could serve us far better.
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 Editor's Introduction
Perspective: The Other Elasticity
Leader: Room to Grow
Upending the Economic Downturn: Think beyond survival
Talk of a recession has gone from an “if” to a “how long” and “how bad” conversation. Crushed by the credit crunch, housing bubble and pain at the pump, you can’t open a newspaper or turn on the television without hearing about how organizations and consumers are tightening their belts.
There’s more to the story than survival, however. In fact, organizations that focus on incremental cost reduction such as cutting travel and training budgets, deferring expenses and reducing headcount are likely to experience only marginal savings — and find themselves continually treading water.
Learn how organizations can turn the challenge of a downturn into an opportunity to implement transformational, sustainable changes. |
