title: What really works.
abstract: When it comes to improving business performance, managers have no shortage of tools and techniques to choose from. But what really works? What's critical, and what's optional? Two business professors and a former McKinsey consultant set out to answer those questions. In a ground-breaking, five-year study that involved more than 50 academics and consultants, the authors analyzed 200 management techniques as they were employed by 160 companies over ten years. Their findings at a high level? Business basics really matter. In this article, the authors outline the management practices that are imperative for sustained superior financial performance--their "4+2 formula" for business success. They provide examples of companies that achieved varying degrees of success depending on whether they applied the formula, and they suggest ways that other companies can achieve excellence. The 160 companies in their study--called the Evergreen Project--were divided into 40 quads, each comprising four companies in a narrowly defined industry. Based on its performance between 1986 and 1996, each company in each quad was classified as either a winner (for instance, Dollar General), a loser (Kmart), a climber (Target), or a tumbler (the Limited). Without exception, the companies that outperformed their industry peers excelled in what the authors call the four primary management practices: strategy, execution, culture, and structure. And they supplemented their great skill in those areas with a mastery of any two of four secondary management practices: talent, leadership, innovation, and mergers and partnerships. A company that consistently follows this 4+2 formula has a better than 90% chance of sustaining superior performance, according to the authors.
authors.affiliation: Harvard Business School, Boston, USA.
authors.forename: Nitin
authors.initials: N
authors.lastname: Nohria
authors.forename: William
authors.initials: W
authors.lastname: Joyce
authors.forename: Bruce
authors.initials: B
authors.lastname: Roberson
mesh_terms: D019985:Benchmarking; D003132:Commerce / Q000145:classification / Q000458:organization & administration* / Q000592:standards; D004059:Diffusion of Innovation; D017598:Efficiency, Organizational; D006801:Humans; D007857:Leadership; D008332:Management Quality Circles; D009935:Organizational Affiliation; D015279:Organizational Culture; D009936:Organizational Innovation; D011361:Professional Competence; D012106:Research; D017749:Total Quality Management; D014481:United States