Foreword
The Long View: High
Performance Through Mastery
Foreword by Joe Forehand,
Chairman & CEO of Accenture
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From the Editor's Desk: High Performance,
Industry by Industry
Note from the Editor-in-Chief of
Outlook, David Cudaback.
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Features
Special Report:
The Art and Practice of Mastery
An introduction to this
special section on high-performance business.
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Mastery: State of the
Art
Given the level of financial resources and attention
required to achieve mastery, high-performance companies need to be selective
and channel their resources to the places where they will produce the greatest
benefit.
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Mastery II—Finance & Performance Management: A Seat at the Table
New research shows that a
measurably superior finance organization is a key attribute at 7 out of 10
high-performance businesses. These masters of finance play a critical role in
their company's leadership structure and are actively involved in defining the
future direction of the business.
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Mastery III—Change Management: Disturbing the System
In today's volatile business
environment, successful organizational change is a process of ongoing
adjustment at all levels of the organization. And it requires leaders whose
primary role is to establish context, provide the energy, and then challenge
and encourage innovative risk taking.
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Industry Report—Banking: The
Right Combination
The 1990s redefined the environment
for global banking. The survivors of the successive crises that battered the
decade have emerged leaner, smarter and far better equipped to take advantage of the next wave of restructuring. But only a handful meet our strict standards
for high performance.
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Industry Report—Utilities:
Power Plays
Decades of regulatory policy swings and a bewildering array of business models have created a sector that defies a simple interpretation of performance. Understanding this complex industry requires
both historical and forward-looking analyses.
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Information Technology: Paradox Lost
After decades of disappointment, IT investments are
finally paying off in dramatic economic and enterprise productivity gains. End
of story? In fact, high-performance businesses have learned that this trend
will only broaden and deepen as they continue to leverage technology more
effectively.
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Information Technology II:
Transforming the IT Workforce
Successful companies are creating high-performance IT organizations in part by changing what people do.
And they are not only seeing compelling short-term results. These companies
also are laying the groundwork for long-term success by creating IT
organizations that are inherently agile—learning, growing and changing as the
business evolves.
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Perspective
On the Edge: Twilight of
the IT Consultant? Don't Hold Your Breath
by Glover T.
Ferguson, chief scientist, Accenture
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Interview: Sumner M.
Redstone, chairman and CEO, Viacom, The King of
Content
You don't need to dominate distribution to make
it big in the media and entertainment industry, according to this chief
executive. What you must have is content—and the creativity to ensure that it's
the best.
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Feedback
E-mail a letter
to the editor.
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