| 1. | Economists and historians are beginning to document the emergence of the flatter organization. See, for example, Carl Kaysen (ed.), The American Corporation Today: Examining the Questions of Power and Efficiency at the Century's End (New York: Oxford University Press, 1996). |
| 2. | Adrian J. Slywotzky, "The Profit Zone: Managing the Value Chain to Create Sustained Profit Growth," Strategy and Leadership 26, no. 3 (July/August 1998): 12–16. See also Adrian J. Slywotzky and David J. Morrison, The Profit Zone: How Strategic Business Design Will Lead You to Tomorrow's Profits (New York: Times Business, 1997): 35–70. |
| 3. | His great classic work on the subject of "creative destruction" and innovation is Business Cycles: A Theoretical, Historical, and Statistical Analysis of the Capitalist Process (New York: McGraw-Hill, 1939), and subsequently reprinted in a variety of editions. |
| 4. | For an excellent introduction, see James M. Utterback, Mastering the Dynamics of Innovation: How Companies Can Seize Opportunities in the Face of Technological Change (Boston: Harvard Business School Press, 1994), especially pages 189–213. |
| 5. | This best practice is the subject of an entire book, James W. Cortada and Thomas S. Hargraves (eds.), Into the Networked Age: How IBM and Other Firms Are Getting There Now (New York: Oxford University Press, 1999). |
| 6. | The logic was simple. If software could help someone reduce the amount of on-hand inventory that they needed by just several percentage points, the cash flow savings would more than offset the cost of the computer system. Since everyone felt that they had several percentage points of too much inventory, the justification was seductive. The IBM salesman who experienced the initial surge in the installation of computers in the United States in the late 1950s through the 1970s was Gus Kane. |
| 7. | For a recent collection of such materials, see John A. Woods and the National Association of Purchasing Management (eds.), The Purchasing and Supply Yearbook (New York: McGraw-Hill, 2000). |
| 8. | It was Napoleon Bonaparte who called out the value of supply chain management when he said, "An army marches on its stomach." Every major military force since his time has focused on making sure soldiers and sailors had food, weapons, ammunition and the other inventories of war. |
| 9. | Peter F. Drucker, Management: Tasks, Responsibilities, Practices (New York: Harper & Row, 1973), 544, 545. |
