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E.BIZ -- THE WEB SMART 50
MANAGEMENT Engineering a new sense of purpose within the company General Electric » The Project: Online reverse auctions at GE-built sites for basic supplies such as tape, brooms, and safety glasses. » The Payoff: Savings of $234 million on $2.1 billion in purchases to date. Nortel Networks » The Project: Speed up product development. Key tactic: Have development teams share ideas and documents on private Web sites. » The Payoff: Product development time has fallen 90%, to just six months. WorldBank » The Project: To let the bank's employees easily share expertise with colleagues. » The Payoff: One recent problem with a Pakistani road-building project was solved overnight, compared with a once-standard nine months. Delta Air Lines » The Project: To be the ultimate Web-savvy airline, automating ticketing, offering wireless links for time-pressed flyers, even selling seats to name-your-fare Priceline.com. » The Payoff: Cost savings and new revenues of $20 million in 2000. Royal Dutch/Shell » The Project: To build "GameChanger" teams who encourage companywide e-mail brainstorming. » The Payoff: GameChanger spawned four of Shell's top five business initiatives last year. Cap Gemini » The Project: To share employee expertise so its consultants can quickly learn from past jobs. » The Payoff: Sales tripled since 1994, partly because clients asked Cap Gemini to build similar systems. Procter & Gamble » The Project: To use the Net to spark new ideas that might otherwise get trapped in P&G's bureaucracy. » The Payoff: Ideas flood in 100 times faster, and cut months off development time. Weyerhaeuser » The Project: Use the Net to boost productivity at troubled door factory in Wisconsin. » The Payoff: Productivity improved and the plant is now the company's most profitable. |
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 e.biz Contents for Sept. 18, 2000 issue Introduction THE WEB SMART 50, BY CATEGORY: Products Streamlining Customer Service Marketing Moving the Goods Management |
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