Business units management

The estimated fire loss estimate establishes an upper limit of cost which can be tested against company, division, or business unit management criteria to determine whether additional fire protection features are necessary. 

There are dangers for R D in this contractor role, especially if the business unit management do not feel any ongoing responsibility or commitment to the people or the even the resource. Business managers may only want to place one off contracts to... 

Are genuinely market-based business units in place. If so, what percentage of their costs and assets do the business unit managers control. ... 

Business unit managers and owners Transportation managers Safety professionals Security professionals Risk professionals... 

Huntsman Corporation 2000 Eagle Gate Tower Business Unit Manager Ian Snowdon... 

In an environment in which all R D is decentralized in the business units, the technology leader s abiUty to manage this dual role becomes difficult if not impossible. 

This post-startup review team should report the results of their review to the management of the business unit responsible for the final tolled product. If operating parameters or equipment configurations different from those approved in the technology package, management should promptly assess any risk associated from the variances and either ... 

Self-contained versus companywide. Third, pick out those management systems that are self-contained within a given business unit or department, versus those that apply throughout the company. For example, does each facility have its own system for safety training, or do all operations follow a corporate system ... 

Dr Frank Marscheider-Weidemann is a technical chemist and manages the business unit Fuel cells at the Fraunhofer Institute for Systems and Innovation Research (ISI), Karlsruhe. His work includes technical and socioeconomic analyses. One example is the assessment of fuel cell technology impacts on tradesmen, the automobile industry and other industrial sectors. 

The decision to implement GLPs in a captive or corporate laboratory is not very different from the decision in a contract-independent laboratory, especially if the lab is run as a separate business unit or profit center. In making the decision, however, management must take additional factors into account. 

Adopting these criteria to 12 leading fine-chemical companies (resp. business units) leads to the classification as per Table 20.1. shows a wide spread between the best performer, Lonza, with a total score of 5 (out of a theoretical maximum of 7), and the worst performer, Clariant (now Archimica), which scored 0. Other conclusions are that fine chemicals are the core business of the two tier I companies. Moreover, companies with unfavorable prospects prevail two-thirds total a score of 2 or less. The majority of them have undergone a substantial reshuffling lately five have changed ownership or have been split off or sold. Evidently management has recognized that they were not fit for the future. 

David J. Soderberg, BP Chemicals You mentioned a very coherent and concise set of tools that are used portfolio management, fuzzy front end, and stage gate. Those work very well within a business unit context. They re very focused and allow you to allocate resources. 

However, despite the strong specificity of the solution for the individual company, our experience indicates that, now more than ever, specialty companies should focus in particular on five critical strategic levers they should (1) revisit and focus their strategies, (2) find an answer to the opportunities and threats arising from emerging countries, (3) strive for top-class operations, (4) rediscover innovation beyond the development of new molecules, and (5) upgrade the performance management of their various business units. 

Specialty companies are facing an ever tougher environment. Eventually, the extent to which a company will manage to outperform other players, be they existing players, financial investors or new low-cost entrants, will depend on its ability to develop a strategy which will enable it to shape a leading competitive position in a market or arena that can allow it to tap into its advantages, and to achieve superior operational performance at the business unit level. 

The strategic alignment of related business units and the requirements of operational leadership made it necessary to combine the 23 (later 21) business units in six (later five) divisions. However, previous experience had shown that direct responsibility of management board members for operational branches resulted in two problems ... 

---