Tag Archives: spectrum

A Case Study on Multicultural Teams

Multicultural teams – curse or blessing? With this provocative question, Lianne Roembke presents in a rather drastic manner the spectrum of the possible outcomes of multicultural teamwork. What makes this remark so powerful is that it applies not only to missionaries (as originally implied by the author), but to any groups which may include members from several cultures or nations: diplomats, soldiers, consultants, marketers, sportspeople, flight attendants, scientists, or engineers. Indeed, managing multicultural teams can be a tightrope walk: on the one hand, when not handled properly, such teams can turn into extremely irksome stumbling blocks for a company or a project. Click here to read more…

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Case Study for Keybridge Accounting

A lot of my clients come to me bearing MANY questions about the logo design process. I have clients that don’t know what they want at all, and some that come to me with very clear ideas of what they want their identity to look like. Most are somewhere in between. But regardless of where you fit into this spectrum, we can help guide you through the process and make it easier for you to decide.







Keybridge Accounting is a new client that we have, and Lyz knows exactly what she wants. Clients like Lyz are really fun to work with, and from conception to completion she played a very large role in the project. I truly believe the evolution of her logo pushed me to think outside the box and find ways to combine her ideas with my design style. The overall result is a mesh between both of our personalities. Find out more about Keybridge Accounting


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Case Study on Contract Manufacturing in Life Sciences

Case Study about Contract Manufacturing in Life Sciences

This white paper is written to explain some best practices in the area of contract manufacturing in Life Sciences, from the point of view of the contract-giving company. For our purposes, we define contract manufacturing as the carrying out of any part of the conversion process of a product by an organization other than that which owns the rights to sell the product under its own brand name. We use it to refer to any situation where some aspect of the product is changed – so a secondary packaging operation can be included, but a simple logistics operation would not fall into this category.Throughout this document, we will follow industry convention by using the abbreviation ‘CMO’ for Contract Manufacturing Organization, meaning any company which undertakes some product conversion activity on behalf of another.

However, this simple picture of growth hides a wide variety of situations – from the ‘virtual’ company that develops drugs but owns no production infrastructure, to a ‘big pharma’ with a global network of manufacturing sites, using contract manufacturers to supplement the internal facilities with additional capacity, specialized technologies, or local manufacturing for particular markets. Shifts are occurring at both ends of the spectrum: many big pharma companies are keen to move further towards a variable cost model, whilst in some cases companies previously operating ‘virtually’, at least in a new area such as BioTech, are now starting to build their own facilities or consider doing so. Keep reading…

Case Study on Strategic Planning at the U.S. General Accounting Office

Study about Strategic Planning at the U.S. General Accounting Office

Introduction: In anticipation of impending domestic and global changes, the U.S. General Accounting Office developed a strategic plan to guide its efforts. The two-year strategic planning process and GAOís Strategic Plan, 2000-2005, prompted a complete reorganization of GAO that began on October 1, 2000. Developing the plan entailed unprecedented effortóinvolving staff at all levels and a wide spectrum of stakeholders. The plan evolved, in part, in response to a senior management directive to clarify GAO’s mission and objectives. Additionally, managers foresaw the plan as an opportunity to communicate to Congress and the nation GAOís capabilities. Comptroller General David Walker referred to the plan as ” a blueprint for how [GAO] will support Congress and the American people in the future,” and “a vision for strengthening the performance and accountability of the federal government.

With this end in mind, GAO embarked on a planning process that would satisfy criteria of the Government Performance and Results Act. Members and staff of Congress were involved heavily as GAO developed the plan, which ìstarted and ended with Congress.î Challenges emerged throughout the process, providing learning experiences that are relevant to organizations involved in strategic planning. The intent of this case study is to capture lessons learned, provide insight on GAO’s strategic planning experience, and offer recommendations to guide future strategic planning efforts at GAO. Keep reading…

A Case Study on Strategic Planning at the U.S. General Accounting Office

A Case Study about Strategic Planning at the U.S. General Accounting Office

Introduction: In anticipation of impending domestic and global changes, the U.S. General Accounting Office developed a strategic plan to guide its efforts. The two-year strategic planning process and GAOís Strategic Plan, 2000-2005, prompted a complete reorganization of GAO that began on October 1, 2000. Developing the plan entailed unprecedented effortóinvolving staff at all levels and a wide spectrum of stakeholders. The plan evolved, in part, in response to a senior management directive to clarify GAO’s mission and objectives. Additionally, managers foresaw the plan as an opportunity to communicate to Congress and the nation GAOís capabilities. Comptroller General David Walker referred to the plan as ” a blueprint for how [GAO] will support Congress and the American people in the future,” and “a vision for strengthening the performance and accountability of the federal government.

With this end in mind, GAO embarked on a planning process that would satisfy criteria of the Government Performance and Results Act. Members and staff of Congress were involved heavily as GAO developed the plan, which ìstarted and ended with Congress.î Challenges emerged throughout the process, providing learning experiences that are relevant to organizations involved in strategic planning. The intent of this case study is to capture lessons learned, provide insight on GAO’s strategic planning experience, and offer recommendations to guide future strategic planning efforts at GAO. Keep reading…

Case study in using Revenue Participation

Case study for Revenue Participation

Charities and social enterprises not only need revenue funding to cover day-to-day activities, but also capital investment – funding to cover cash flow fluctuations, to weather difficult periods or to invest in future growth. Most of charities’ income and expenditure goes directly on day-to-day activities, leaving them with little surplus to hold in reserves. This can leave charities fragile, unable to manage cash flow difficulties or to invest in innovation and development so that they may grow.

While there are many barriers to charities effecting social change, Venturesome believes that a lack of access to financial capital is a key constraint. Very little capital investment is available to charitable organisations. Grants are concentrated on revenue funding. At the other end of the spectrum, the banking market has historically lent very little to charities. Whilst there is evidence that the availability of bank lending is growing, such finance is only appropriate for a portion of the capital requirements of charities. Keep reading…

Case Study on Strategic Planning at the U.S. General Accounting

Case Study about Strategic Planning at the U.S. General Accounting

Introduction: In anticipation of impending domestic and global changes, the U.S. General Accounting Office developed a strategic plan to guide its efforts. The two-year strategic planning process and GAOís Strategic Plan, 2000-2005, prompted a complete reorganization of GAO that began on October 1, 2000. Developing the plan entailed unprecedented effort involving staff at all levels and a wide spectrum of stakeholders.





The plan evolved, in part, in response to a senior management directive to clarify GAO’s mission and objectives. Additionally, managers foresaw the plan as an opportunity to communicate to Congress and the nation GAOís capabilities. Comptroller General David Walker referred to the plan as ” a blueprint for how [GAO] will support Congress and the American people in the future,” and “a vision for strengthening the performance and accountability of the federal government.

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A Case Study on Conditioning Factors of Inter-Organizational Cost Management

A Case Study about Conditioning Factors of Inter-Organizational Cost Management

Abstract: The basic research problem of this study is based on the lack of a conceptual model for application of Inter-Organizational Cost Management, since literature has not presented a defined conceptual model. Applying a critical and argumentative analysis, the study aimed at systemize the current knowledge on Inter-Organizational Cost Management and test adherence to its conditioning factors in two different value chains. A formal scientific exercise was developed, organizing and systemizing a theoretical structure. Using the case study as the predominant methodological element, an analysis was carried out in two organization chains from the corporate service industry.





Introduction: Several studies demonstrate the relevance of the relationship between companies. According to Coad and Scapens, strategic alliances and other cooperation focus in business have led to profitable results. Different forms of contract lead to different governance arrangements. Menard proposes that the different arrangements shape a spectrum, with hiring through the market at one end and full vertical integration at the other. One way of measuring and controlling objects of contracts between companies is mutual cost management: Inter-organizational Cost Management (ICM). This inter-organizational relationship focus as a strategic management tool is relatively new in cost management literature, and increasing research interest in this area has been observed since late last century.

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Case Study in Problem of non-normality in Statistical Quality Control: Surface Mine

Case Study about Problem of non-normality in Statistical Quality Control: Surface Mine

Introduction: Quality of ore varies in the complete spectrum of mining operations. Depending upon the quality control practices at mines, grade variation may follow a systematic pattern or an erratic fluctuation. The different statistical quality control techniques, especially control charts, are used for continuous monitoring of grade variation.





The main purpose of the application of control charts is to identify the root causes of quality variation based on which corrective actions are taken to remove irregular grade fluctuation. Some studies on the application of control charts were conducted in the mineral industry for improving the quality of ore. These studies explored the application of the Shewhart X — and R charts. The constructions of these charts were based on the normality assumption of sample observations.

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Case Study for 3G Data Urban Centers

A Case Study for 3G Data Urban Centers: 3G Data Offload to wi-fi in Urban Centers is Good for Business in Japan

The Customer: Asia is leading the world in the adoption of cellular data services with Japan taking a leading role. As a result, all Japan’s tier one cellular operators are facing severe. Problems of 3G data congestion in urban centers The shift in focus of the digital information revolution to mobile is bringing major changes to our lifestyles. Cellular operators face the challenge of creating a carriergrade, high-capacity data network that will support the growing demand for cellular data.





The Challenge: 3G data congestion adversely affect the user experience with low surfing rates, interrupted media streaming and even disconnected calls. As one of the most advanced global cellular markets, Japan is facing heavy data congestion. The high costs of cellular network equipment coupled with the lack of available spectrum forced the Tier 1 cellular providers to seek an alternative solution to alleviate the data congestion…
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