Of special interest to executives who wish to understand and apply organizational management tools and methods to support competitive success.

We are previewing a new research project that will examine practices related to the use of organizational performance management tools and methods. Our project team's mandate is to define how high-performing organizations use performance management tools and methods, and will include recommended best practices and a risk management framework that will ultimately help businesses make informed decisions on the available options for organizational performance management. The findings will help organizations navigate through the development and implementation process.

The study, developed by Gregory Richards, MBA, Ph.D, FCMC and his colleagues at the University of Ottawa (Telfer School of Management), is being conducted in collaboration with the Canadian Advanced Technology Alliance and being mirrored by the Institute for Corporate Governance at FHS St. Gallen University ...

By Glenda Leatherman *

Picture yourself as a procurement professional in a regulated industry (e.g., telecommunications). Your company is one of three major players in this industry that are about to merge. Your assignment—should you choose to accept it—is to bring the three procurement organizations together into one functioning organization within months of Merger Day 1. With thought and planning, here is how “Mission Impossible” could become a reality.

This merger could prove to be more complex than most. The three merging entities are large. And, in an industry regulated by both state and Federal entities, information obtained during normal pre-merger due diligence is not available until Day 1 of the merger.

Factors critical to the success of your integration efforts would be:

1. Stakeholder identification. For communications purposes, key stakeholders would include top management (VPs and officers) within and outside procurement, senior managers (usually director level and above) within procurement, ...