Supply chain operations within an organization should be constantly reviewed to identify where improvements can be made. This Council Perspective examines how companies can use a variety of benchmarks for price, quality, design, efficiency, and cost effectiveness to gain a greater understanding of their operations and improve the management of their supply chains.

Apr. 2010

Answering the CEO Challenge: How Quality Can Drive Profitable Growth Across the Organization (CP-020)

Results of The Conference Board 2010 CEO Challenge survey point to an increased global focus on corporate reputation for quality, one of the original drivers of the quality management movement. As CEOs emerge from a recession mindset and once again look for growth, the multi-functional role of quality leaders to drive innovation, improve execution, and increase customer loyalty will be critical in the evolving economic climate.  Quality Council members respond to the 2010 CEO Challenge report with insights as to how they, as quality leaders, are supporting their respective C-suites and
collectively addressing their respective business challenges that, not surprisingly, parallel those highlighted by CEOs in 2010.

Apr. 2010

The Role of Competitive Intelligence in Driving Growth (CP-019)
As companies emerge from a recession mentality they need to start priming for a return to growth. Expanding market share requires clear and accurate insights into your markets and those of your rivals. In other words an effective competitive intelligence program can uncover hidden opportunities to fuel that growth.

Mar. 2010

Social Media and Word-of-Mouth Marketing (CP-018)
The global recession and a worldwide display of questionable corporate behavior have weakened trust in business and corporate brands. Companies have battened down the spending hatches and reordered priorities to weather the downturn. What will the operating landscape – the new normal – look like post-recession? It will be a tougher place to manage a corporate brand. Companies simply won't be able to do things the way they always have. But that may not be such a bad thing.

Mar. 2010

Corporate Brands: Strategies for the New Normal (CP-017)
Through previous downturns (and sometimes also in boom times), smart companies have leveraged their brands as a transformation engine for their business model to take advantage of the opportunities offered by the new normal that emerges. This report is an issue-specific excerpt from Council Perspectives (CP-015) Corporate Brands: Meeting the Challenges of Changing Times.

Mar. 2010

Corporate Brands: Cracking the Financial Code (CP-016)
In an economic downturn, most companies have little margin for error on either the cost or revenue side. For publicly-traded companies, short-term pressures are enormous as the expectations of Wall Street analysts and investors shift to reflect a more challenging and immediate economic reality. What does this mean for the corporate brand? This report is an issue-specific excerpt from Council Perspectives (CP-015) Corporate Brands: Meeting the Challenges of Changing Times.

Feb. 2010

Corporate Brands: Meeting the Challenges of Changing Times (CP-015)
The economic crisis and the erosion of trust in governments and business means that corporate brands are more important than ever. Yet, thanks to the concomitant explosion of social media, controlling brand and message has never been harder for companies. This report, based on a September 2009 meeting of The Conference Board Council on Corporate Brand Management, discusses the challenges facing the corporate brand and what the new operating landscape—the new normal—will look like once the recession ends.

Jan. 2010

Diversity and Inclusion: Global Challenges and Opportunities (CP-014)
For diversity and inclusion professionals, the challenges of building a diverse and inclusive workplace — both region by region and globally — can be daunting. This report, which is based on a joint meeting of The Conference Board Diversity and Inclusion Councils, offers insights into both the external and internal hurdles companies face when they try to implement a global diversity program.

Dec. 2009

Ethics & the Board: Integrating Integrity into Business Strategy (CP-013)
In an era of cataclysmic repercussions of ethical breaches throughout the world, it is critical for senior management – and, even more so, for boards of directors – to exercise active oversight on issues of business integrity and compliance. This report provides a 360-degree, high-level overview of “touch points” between issues of business integrity and the role of the governing body of a business.

Dec. 2009

Going Non-traditional to Create a Successful Shared Services Organization(CP-012)
Budget squeezes and demands for even greater cost savings are forcing shared services organizations to look at non-traditional approaches to help hold the line and improve efficiency.

Dec. 2009

Supplier Diversity in the 21st Century (CP-011)
In good times, the role of the supplier diversity executives was to promote the concept of supplier diversity within his/her organization and spread the word about its positive impact. Today, the main task is ensuring that the organizational commitment remains intact during turbulent economic times.

May. 2009

A Leadership Prescription for the Future of Quality (CP-010)
The role of the quality officer is evolving. While many still see their role as one of cost reduction by implementing defect and waste reduction strategies and continuous improvement efforts around satisfying customers; a growing number view themselves as more of a macro-leader, directly connecting their quality practices to business trends and top-line growth. They can be revenue-generators and revenue protectors, as well as cost-cutters. This report, created by The Conference Board Quality Council, looks at the future role of quality throughout the enterprise.

Mar. 2009

Changing Attitudes to Work - What Should HR Do?(CP-009)
Each of the four generations now in the workplace has a unique set of concerns, behaviors, and attitudes that present managers and organizations with challenges to craft knowledge-sharing programs, training, and rewards to fulfill differing sets of expectations. Participants at The Conference Board’s European Human Resources Council Summit issue a set of management recommendations to deal with changing work attitudes.

Dec. 2008

How Effective Information Services Can Contribute to the Bottom Line
(CP-008)
Successful organizations are relying more and more on their information services departments to help them sift through and analyze the wide variety of content available today. The five case studies in this report demonstrate how having the right information at the right time and in the right format can create a competitive advantage and help top executives more effectively manage the bottom line.

Sep. 2008

Huddled Masses? Why Helping Immigrants Helps Companies(CP-007)
Immigration is a hot-button issue. When it comes to corporate philanthropy, the target should be immigrant integration. The payoff to both business and society can be handsome.

Aug. 2008

The 2008 Executive Coaching Fee Survey (CP-006)
This report offers an analysis of the rates organizations pay for executive coaching services. It incorporates data on the 82 organizations surveyed by The Conference Board Council on Executive Coaching and provides insight on how coaches are paid, how fees are set, how long coaching engagements last, and the cost of executive coaching outside the United States.

May. 2008

Creating a Competency Model for Diversity and Inclusion Practitioners
(CP-005)
Drawing from the experience of the senior executives of The Conference Board’s Council on Workforce Diversity, with representatives from the Diversity & Inclusion Council and the Diversity Business Council, this report sets out a new and unique competency model for 21st century D&I practioners.

Jan. 2008

Compensation & Benefits: A Global View (CP-004)
What are the most effective strategies for recruiting and retaining high-performing talent when it’s a sellers’ market, virtually anywhere in the world? Members of The Conference Board’s U.S.-managed International Compensation and Benefits Council and its European Compensation and Benefits Council came together in Brussels in their first ever joint meeting to develop strategies dealing with such issues as global rewards, long-term incentives, and expatriate pension options, as well as how to attract and retain talent in China, Eastern Europe, and the Middle East.

Apr. 2007

Middle Managers: Engaging and Enrolling the Biggest Roadblock to Diversity and Inclusion (CP-003)
Middle management is essential to the success of any diversity initiative — playing a key role in hiring, development and promotion decisions. But they're often at direct odds with diversity practitioners, who by definition challenge the status quo.

Nov. 2006

Faith at Work: What Does It Mean to Be a "Faith-Friendly" Company?
(CP-002)
Though in its early stages, the "faith-at-work movement" is demanding serious attention from employers. How companies frame their response will determine if the issue becomes a legal minefield or a source of competitive advantage.

Apr. 2006

Age and Opportunity: Plan Strategically to Get the Most Out of a Maturing Workforce (CP-001)
The trend numbers are enough to frighten even the most stoic CEO. In a nutshell: if boomers retire as expected, there won’t be enough people to do the work. But companies can plan their way out of the worst and gain a competitive advantage too