By Topic

Potentials, IEEE

Issue 2  Part Supplement • Date Apr/May 2001

 This issue contains several parts.Go to:  Part  

Filter Results

Displaying Results 1 - 7 of 7
  • Examining the fauna within [teamworking]

    Publication Year: 2001 , Page(s): 8 - 9
    Save to Project icon | Request Permissions | Click to expandAbstract | PDF file iconPDF (120 KB)  

    Some writers predicted that growing corporate bureaucracies would tend to become less centralized and that future organizations would contain `task forces' to deal with specific problems. Organizational charts would then consist of a series of project groups rather than traditional hierarchies. In many ways, this mode of operation has come to pass. In fact, today's project group has its roots in t... View full abstract»

    Full text access may be available. Click article title to sign in or learn about subscription options.
  • KM on intranets and the fifth dimension (ethics)

    Publication Year: 2001 , Page(s): 19 - 24
    Save to Project icon | Request Permissions | Click to expandAbstract | PDF file iconPDF (120 KB)  

    Knowledge management (KM) has captured the attention of both academics and practitioners. KM can be broadly defined as the strategies and tactics utilized by organizations to capture, manage and leverage their intellectual capital resource. The KM literature differentiates between explicit and tacit knowledge. Explicit knowledge is easily codified, verbalized and published. Tacit knowledge, such a... View full abstract»

    Full text access may be available. Click article title to sign in or learn about subscription options.
  • The ascent of the customer

    Publication Year: 2001 , Page(s): 3 - 5
    Save to Project icon | Request Permissions | Click to expandAbstract | PDF file iconPDF (78 KB)  

    From 1984 to 1994, IBM and DEC lost $55 billion in market value while Microsoft, Intel, EDS and Novell were gaining $80 billion. The re-allocation of value within the computing industry was rapid and dramatic. Why the dramatic shift from front runner to bringing up the rear? They didn't know their customers...well enough. As a result, their method of “doing business” didn't work. Value... View full abstract»

    Full text access may be available. Click article title to sign in or learn about subscription options.
  • Going for the gold [personal/professional life tradeoffs]

    Publication Year: 2001 , Page(s): 25 - 26
    Save to Project icon | Request Permissions | Click to expandAbstract | PDF file iconPDF (51 KB)  

    One alternative to the Olympics metaphor of 'going for gold' in a working context is having the goal of maximizing the amount of material wealth that you accumulate, literally going for the gold. Or it can mean becoming as successful and accomplished in your chosen discipline as you possibly can, a more figurative interpretation. Generally speaking, achieving the latter might satisfy the former go... View full abstract»

    Full text access may be available. Click article title to sign in or learn about subscription options.
  • Researching the differences in the flora [R&D outsourcing]

    Publication Year: 2001 , Page(s): 6 - 7
    Save to Project icon | Request Permissions | Click to expandAbstract | PDF file iconPDF (256 KB)  

    Products today rely on many different technologies. As a result, no one company can do all the necessary R&D simultaneously. No one company can keep all the relevant technologies inhouse and keep them all on the cutting-edge. In fact, the most important research a company does may be investigating possible outsourcing options. Success or failure can depend on the process developed for managing... View full abstract»

    Full text access may be available. Click article title to sign in or learn about subscription options.
  • Patents: an engineer's guide to protecting intellectual property

    Publication Year: 2001 , Page(s): 10 - 14
    Save to Project icon | Request Permissions | Click to expandAbstract | PDF file iconPDF (128 KB)  

    The role of an engineer encompasses more than just designing, building and testing new products. In today's competitive marketplace, modern companies place a high value on engineers who can innovate. For companies to stay ahead, it is not enough for their engineers to solve problems by relying on a toolbox of well-known and widely used methods. The truly valuable engineers are those that can solve... View full abstract»

    Full text access may be available. Click article title to sign in or learn about subscription options.
  • Upper management's role

    Publication Year: 2001
    Save to Project icon | Request Permissions | Click to expandAbstract | PDF file iconPDF (360 KB)  

    It starts at the top. The trickle down theory is more than a lame economic notion. It is a leadership reality. Employees take their cues from what they perceive will please those at the top....for the most part. Even if employees grumble that upper management doesn't know what it is doing, employees will follow anyhow or leave. And actions do speak louder than words in the long run. In the beginni... View full abstract»

    Full text access may be available. Click article title to sign in or learn about subscription options.

Aims & Scope

IEEE Potentials is the magazine dedicated to undergraduate and graduate students and young professionals.

Full Aims & Scope

Meet Our Editors

Editor-in-Chief
David Tian
Carnegie Mellon University
david.tian@ieee.org