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| COURSE CONNECTOR |
| ARTICLE SUMMARIES AND QUESTIONS |
| "How I Work," pp.
66-85: In this article, a dozen business leaders explain in their
own words how, where and when they spend their time working. From
fashion designer Vera Wang, who channels much of her creativity in the
comfort of her bedroom, to Carlos Goshen, CEO of both Renault and Nissan,
who jet sets around the country several times a month, everyone has their
own unique methods and rituals that serve them best. Common themes
are delegation, exercise and targeted communication — and recognizing when
something is a waste of time. Many people disdain their reliance on the
ubiquitous BlackBerry, but when pressed, many admit to sneaking a peek
during family time. The work strategies used by today's top managers can help us understand what it really takes to become and remain a leader of the pack. Discussion Questions:
"Getting Out From Under," pp. 88-94: Although the surge of "infotraffic" aims to keep us at the top of our game, it usually ends up distracting us from achieving our best work. In 2002, more than 400,000 terabytes of information were sent and received around the world via e-mail — equivalent to the information contained in 40,000 Libraries of Congress. But at what cost to productivity? Some knowledge management groups, including the Microsoft Research Group in Redmond, Wash., are working on ways to help us manage the constant barrage of communications. One possible solution uses a type of smart software that literally watches us work over time and then sorts incoming messages by relevance to the tasks at hand. Whatever the solution, our attempts to control the communications overload are bringing us closer and closer to the oft-feared Big Brother atmosphere. This article examines the realities and consequences of living and working in the age of technological overload. Discussion Questions:
"What Is Ed Breen Thinking?" pp. 134-140: As CEO of the successfully reborn Tyco International, Ed Breen has done a lot of strategic thinking over the past three and a half years. He was instrumental in preventing the conglomerate from falling apart after a high-profile accounting scandal put former CEO Dennis Kozlowski in jail. Breen deftly chopped the beleaguered company's debt to just over $10 billion — down from $28 billion in 2002 — and exploded the company's free cash flow from $800 million to $4.6 billion in the same time. So why is it that Breen wants to break up the company into more manageable chunks — a move he's resisted all along? Analysts and shareholders think it's a misguided decision, but operational issues and shrinking profit margins have contributed to stalled growth and lower stock prices, forcing Breen to make some tough — and somewhat unpopular — decisions. This article explains how Breen's success at turning Tyco around is overshadowed by his announcement to break up the company amidst its financial woes. Discussion Questions:
"What It Takes to Build a 21st-Century Railroad," pp. 144-153: Kevin Schieffer is thinking big these days, as he wraps up 10 years of planning, cajoling and pleading for approvals to begin building America's first major new railroad in nearly a century. The 2,800-mile Dakota Minnesota & Eastern Railroad will transport much-needed coal from Wyoming's Powder River Basin to energy-hungry Midwestern power plants, but not without opposition from points along the way. Ranchers, farmers, residents and even the Mayo Clinic (situated near the tracks in Rochester, Minn.) are opposed to the new rail line, which they say will disrupt cattle herding, migration paths and the Clinic's future expansion plans. A lawyer by trade, Schieffer worked his way through Washington, D.C., gaining Congressional support and securing a whopping $233 million federal loan — the largest ever awarded by the Federal Railroad Administration. Analysts think the DM&E could end up with 20% of the Wyoming coal market — catapulting the new rail company way ahead of its competition. This article chronicles the transformation of a rail company from a decrepit, run-down line to a potential billion-dollar operation. Discussion Questions:
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