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In 1982, Robert Benjamin published a forecast of the state of information technology in the year 1990. He wrote that the information systems environment was in a considerable state of "flux" and information systems managers could benefit from a prediction of the "endpoint scenario [in order to] focus major planning strategies." Ten years later, it's time to provide a new set of landmarks for another decade of flux. Benjamin and his coauthor, Jon Blunt, envision the information technology world of 2000. What can we expect? What should we not expect? And what can we not even begin to guess?

This article gives a detailed framework for evaluating whether -- and how -- to globalize an individual firm's corporate strategy. The author stresses the opportunities for gaining competitive advantage and provides examples of companies that have exploited globalization drivers and strategy levers. He also discusses the relative merits of global and multidomestic strategies in various strategic situations.

International businesses faced new strategic challenges in the 1980s. Corporations that had once succeeded with relatively one-dimensional strategies -- efficiency, responsiveness, or ability to exploit learning -- were forced to broaden their outlook. Successful "transnational" corporations integrated all three of those characteristics. They did so by building on the strengths -- but accepting the limitations -- of their administrative heritages. This is the first of two articles; the second will describe how actual companies made that transition.

After strategies are set and plans are made, management’s primary task is to ensure that these plans are carried out.

In this paper, the author suggests that the key element to successful implementation of solutions to managerial problems lies in the improvement of face-to-face relationships. He goes on to articulate the factors involved in building and maintaining effective interpersonal communication. Particular attention is given to the repair strategies and skills needed to mend damaged relationships.

Organizations that are thriving with hybrid work have figured out best practices for collaborating across virtual and in-person environments.

Accountability, strategy, and resource challenges can hamper responsible AI efforts — but they can be overcome.

Knowledge sharing platforms may not deliver full value if users are focused on self-promotion, not learning from others.

Executives must confront a strategic planning blind spot: their assumptions about the future business context.

A data monetization matrix can help leaders assess opportunities and approaches for converting data into revenue.