Printer Friendly

Browse Allen, David

1-34 out of 34 article(s)
Title Type Date Words
State of denial. Letter to the editor Nov 1, 2009 147
A sinister outlook: businesses that persist in the 'left-brain approach' to management will wind up as evolutionary footnotes. David Allen explains the consequences of their refusal to adapt to the environment. Dec 1, 2004 810
Measured response. Letter to the Editor Oct 1, 2004 341
Super size me: sometimes it's good for financial managers to keep an eye on the really big picture. David Allen explains why the UK pensions crisis is a classic example of the interdependence of 'megatrends'. Oct 1, 2004 742
Dead reckoning: many financial managers appear unable to relinquish their faith in the power of performance measurement. David Allen explains why there's a great deal more to quantification than that. Jul 1, 2004 801
On the starboard tack: are you a right-thinking business mind, or will you be left far behind by evolution? David Allen contrasts the old and new management styles in terms of how they use the two sides of the brain. May 1, 2004 896
Conceptual artists: it's not often that financial managers are asked to give vent to their imagination, but that's what you need to do if you want to play an active role at the strategic level. Mar 1, 2004 895
Above and beyond: certain business issues are simply too complex to be decided by sticking to economic principles. David Allen ponders the need to take the financial management profession to a higher level. Dec 1, 2003 866
Unequal marriages: too many customers see co-operation as a way to gain strategic advantage over the supplier. David Allen asks why more management accountants aren't involved in managing the deals. Column Oct 1, 2003 848
All for one and one for all: keeping your company's commitment to meeting the needs of each of its stakeholder groups demands a conscious effort. David Allen describes an integrated approach to corporate culture. (Management). Jul 1, 2003 901
Turning neds: it's an ill wind that blows nobody any good. David Allen explains what CIMA members should do to take advantages of opportunities opened up by the current focus on corporate governance. (Business Neds). Jun 1, 2003 862
Law of the jungle: don't debilitate the best-performing business units of your company in a misguided bid to shore up the weaker ones. David Allen highlights the dangers of short-termism in a group enterprise. (Management). May 1, 2003 901
Hell to pay: a dogmatic reward strategy can seriously damage your organisation's financial health--which is why management accountants should get more involved in policy-making. (Management). Mar 1, 2003 865
For patrons only: when it comes to assessing the value of a venture, one of the most important questions that financial managers must ask themselves is `who is the customer?' (Management). Dec 1, 2002 871
Beware the flat spot: if your business enjoys a prolonged period of rapid growth, it can take a frustratingly long time for the accounts to reflect it positively. David Allen advises on how to approach such a situation. (Management). Oct 1, 2002 921
Warp factor: the recent spate of revenue swapping between organisations has attracted a huge amount of criticism. David Allen explains the twisted logic behind these time-wasting transactions. (Management). Brief Article Jul 1, 2002 901
False economy: if most people now accept that shares do not reflect the true value of a company, why does FRS17 reinforce the idea that they do? David Allen explains why the world of pensions is in turmoil. (Management). Jun 1, 2002 876
Touchstone picture: the `long-range plan' has been rendered obsolete by the complexities of commercial change. David Allen explains the finer points of the concept that has replaced it: `the business model'. (Management). May 1, 2002 878
Shred or dead? The fall of Enron has shaken public faith in the accountancy profession. David Allen considers what accountants can learn from the affair and asks how far they are responsible for share prices. (Management). Apr 1, 2002 725
It's not behind you: analysing past performance has its place, but assessing future potential is far more important and will also reap much greater rewards. David Allen challenges the focus on backward-looking measurements. (Management). Jan 1, 2002 787
Working in the margins: everyone's talking about activity-based costing, but are we neglecting more traditional costing methods? David Allen reconsiders marginal costing and brings an old established technique into contemporary focus. (Management). Nov 1, 2001 875
Self-feeding frenzy. Brief Article Oct 1, 2001 909
Money for old growth. Brief Article Sep 1, 2001 900
Don't look back. Brief Article Jul 1, 2001 962
Staff bonuses. Brief Article Jun 1, 2001 919
Hedging your bets. Column May 1, 2001 964
For what it's worth. Apr 1, 2001 932
Lock and learn. Brief Article Mar 1, 2001 914
Theory of devolution. Brief Article Feb 1, 2001 895
Hard currency. Brief Article Jan 1, 2001 991
Prophets of Dome. Brief Article Dec 1, 2000 963
Existential crises. Brief Article Nov 1, 2000 935
Out of cash. Brief Article Oct 1, 2000 938
Wider still and wider. Brief Article Sep 1, 2000 731

Terms of use | Privacy policy | Copyright © 2021 Farlex, Inc. | Feedback | For webmasters