000			02872cam a2200325 a 4500
001			1693242
003			BD-DhUL
005			20161211175646.0
008			970328s1998 maua b 001 0 eng
010			_a97010776
020			_a087584765X _qalkaline paper
020			_a0875847935 _qalkaline paper
035			_a1693242
040			_aTOC _beng _cTOC _dTOC _dBD-DhUL
050	0	0	_aT175.5 _b.M334 1998
082	0	0	_a607.2 _221 _bMAS
100	1		_aMatheson, David _d1963-
245	1	4	_aThe smart organization : _bcreating value through strategic R&D / _cDavid Matheson and Jim Matheson.
260			_aBoston, Mass : _bHarvard Business School Press, _cc1998.
300			_axi, 292 p. : _bill. ; _c25 cm.
504			_aIncludes bibliographical references (p. 277-284) and index.
505	0		_aCh. 1. Being Smart -- Ch. 2. Decision Quality -- Ch. 3. The Six Dimensions of Decision Quality -- Ch. 4. Best Practices for R&D Decisions -- Ch. 5. Implementing Best Practices -- Ch. 6. Organizational Principles -- Ch. 7. The Nine Principles of Smart R&D -- Ch. 8. Organizational IQ -- Ch. 9. Technology Strategy -- Ch. 10. R&D Portfolio Strategy -- Ch. 11. Project Strategy -- Ch. 12. The Smart Organization.
520			_aThe Smart Organization brings new perspective to management decision making throughout the organization. It identifies the key practices that enable successful organizations to deliver a stream of winning products and services. Smart organizations, say the Mathesons, have internalized nine interlocking principles essential in creating corporate cultures that emphasize making the right strategic decisions at the right time. They use best practices to support these decisions and sustain their success. These principles - among them, embracing uncertainty, disciplined decision making, and value creation culture - enable companies to make appropriate choices about their R&D planning, portfolio management, and product strategies.
520	8		_aDrawing on the experiences of R&D-intensive organizations all over the globe, the authors illustrate the book with best practice examples from companies like Hewlett-Packard, 3M, Merck, Procter & Gamble, DuPont, Monsanto, and AT&T. They stress the importance of evaluating tradeoffs, investigating alternatives, and getting buy-in across functions to ensure that decisions will be viable from both the technological and the managerial perspective. They show how managers can apply these methods more broadly to create a smart organization. The Mathesons clearly demonstrate that changing the decision-making process is an efficient means of reforming culture and improving not just R&D but overall company performance.
650		0	_aResearch, Industrial _xManagement.
650		0	_aStrategic planning _xDecision making.
650		0	_aValue added.
700	1		_aMatheson, James E.
942			_2ddc _cBK
999			_c134078 _d134078