July 2002

Knowledge-sharing programs often fail because they make it harder, not easier, for people to do their jobs. But the novel approach taken by Partners HealthCare offers hope.

Management has usurped control from boards—and the directors themselves are to blame.

At Enterprise Rent-A-Car, the field managers, not the corporate executives, hold the key to providing quality service.

You know that little voice inside your head that keeps telling you to be worried—about your boss, your subordinates, your colleagues? Start listening to it.

A merger that immediately boosts your earnings per share is better than one that dilutes it, right? Wrong.

Much of the common wisdom about customer retention is bunk. To get strong returns on relationship programs, companies need a clearer understanding of the link between loyalty and profits.

Large-scale change initiatives often collapse under the weight of their own complexity. To bring order to the chaos, organize the effort into three coordinated campaigns: political, marketing, and military.

Is it ever right to discriminate against people for their own good?

Most companies view the handling of product returns as a costly nuisance. But some savvy businesses are making the process profitable.

If you want great performance, lay down the law and turn up the heat.

Your corporate values statement may be doing more harm than good. Here’s how to fix it.

A combination of forces is making it harder than ever for companies to increase their revenues. But there is a way out of the trap—and it’s closer at hand than you might think.

Businesses spend billions on health insurance, yet employees remain unhappy with the coverage they receive. It’s time for a radically new approach.