Barber, F. & Bistrova, J. (2015) 'Many CEOs Aren't Breakthrough Innovators (and that's OK)' Harvard Business Review [online], 4 September
Current strategy and leadership thinking doesnt prioritise motivating people and setting things up so that employees, suppliers and business partners do what you want. Collaboration Strategy argues that this is fundamental to business success. In industries from pharmaceuticals to fashion, new ways of working with partners, or setting up activities using collaboration strategy have enabled businesses to grow rapidly and achieve superior profits. At the heart of this book is the authors' original collaboration framework that explains how to build a collaboration strategy for a range of different activities and industries. The authors present ten requirements for profitable collaboration and use real-life scenarios to apply their framework and analysis, offering a menu of tactics to address the most common problems in setting up collaboration with partners.
Barber, F. and Goold, M. (2014) Collaboration Strategy: How to Get What You Want from Employees, Suppliers and Business Partners. Bloomsbury ISBN: 9-781-4729-1202-2
How can we prevent successful digital platforms from taking excessive profits and abusing their market positions without missing out on the considerable benefits that they offer?
Barber, F. (2014) Upstart Business Journal, December
How business ownership is changing to create more billionaires
Barber, F. (2014) SmartBrief on Finance
Mastering the challenge of outsourcing non-routine tasks
Barber, F. (2014) 'Outsourcing Non-routine Tasks', Outsource Magazine, October
What specialist skills do CEOs and Boards need?
Barber, F. (2014) 'Are Specialist Skills Important in Executive Level Jobs?', RealBusiness, October
Why "buying to sell" can generate a much higher return on investment than the public company practice of "buying to keep".
Barber, F. & Goold, M. (2007) The Strategic Secret of Private Equity, Harvard Business Review, Volume 85, Number 9, September Link to Harvard Business Review
Debate Private Equity: Changing Europe for the Better?
Barber, F (2007) Private Equity: Changing Europe for the Better? EBF Debate, European Business Forum, Issue 28, Spring Link to European Business Forum online
Barber, F. Goold, M. (2007) Letter in the Financial Times,Temporary but intensive care is just what many businesses need, 1 March
Barber, F. Kotzen, J. Olsen, E. (2006) Workonomics in Stern, C & Deimler M (des) The Boston Consulting Group on Strategy: Classic Concepts And New Perspectives. Second edition Hoboken, New Jersey: John Wiley & Sons, Inc.T
Barber, F. Freeland, G. & Brownell, D. (2006) A Survivor's Guide to Organization Redesign, in Stern, C. & Deimler, M. (eds) The Boston Consulting Group on Strategy: Classic Concepts And New Perspectives, Second edition Hoboken, New Jersey, John Wiley & Sons, Inc.
Barber, F., Tonagh, P. & Duck, J. (2005) Engaging for Results, Finance Today,Issue 7.
When people are your most important asset, some standard performance measures and management practices become misleading or irrelevant. This is a danger for any business whose people costs are greater than its capital costs - that is, businesses in most industries. But it is particularly true for what the authors call "people businesses": operations with high employee costs, low capital investment, and limited spending on activities, such as R&D, that are aimed at generating future revenue. If you run a people business - or a company that includes one or more of them - how do you measure its true performance? Avoid the trap of relying on capital-oriented metrics, such as return on assets and return on equity. They won't help much, as they'll tend to mask weak performance or indicate volatility where it doesn't exist. Replace them with financially rigorous, people-oriented metrics - for example, a reformulation of a conventional calculation of economic profit, such as EVA, so that you gauge people, rather than capital, productivity. After you have assessed the business' true performance, you need to enhance it operationally (be aware that relatively small changes in productivity can have a major impact on shareholder returns); reward it appropriately (push performance-related variable compensation schemes down into the organisation); and price it advantageously (because economies of scale and experience tend to be less significant in people businesses, price products or services in ways that capture a share of the additional value created for customers).
This article is available to download in full direct from Harvard Business Online
Barber, F. & Strack, R. (2005) The Surprising Economics of a People Business, Harvard Business Review, June.
Barber, F. (2004) People Management Practices That Create Value For Both Investors And Employees, World Employment Conference, Montreux, Switzerland, April.
Barber, F. & Flatz, A. (2004) Wie Personalführung die Performance beeinflusst, SAM Insight, June.
Barber, F. (2003) Workonomics, Dauerhafter Erfolg durch bessere Human Resources Prozesse, Vorarlberger Wirtschaftsforum Bregenz, Austria, November.
Barber, F. (2002) Managing Intangible Values in Today's Economy, Swiss Re Centre for Global Dialogue Peer Discussion, Rüschlikon, Switzerland, November.
Barber, F. & Wiederin, E. (2002) Der "Balanced Value Management" Ansatz, Neue Zürcher Zeitung, 25 June.
Barber, F., Kotzen, J., Olsen, E. & Strack, R. (2002) Quantifying Employee Contribution, Shareholder Value Magazine, May.
Barber, F. & Campbell, J.D. (2001) Layoffs: Creating or Destroying Shareholder Value?, Ivey Business Journal, September
Barber, F. (2000) Workonomics™: Mitarbeiterleistungen mit Shareholder Value Verbinden in Das Boston Consulting Group Strategie-Buch, 7. Ausgabe, Econ Verlag
Barber, F. (2000) Workonomics™ als Produktivitätsmassstab in Das Boston Consulting Group Strategie-Buch, 7. Ausgabe, Econ Verlag
Barber, F. Strack, R. & Villis, U. (2000) Das "Kapital" der New Economy Bewerten in Das Boston Consulting Group Strategie-Buch, 7. Ausgabe, Econ Verlag
Barber, F. (2000) To Your Health in Breaking Compromises: Opportunities for Action in Consumer Markets, ed. Silverstein, M. & Stalk, G. published John Wiley
Barber, F. (2000) Reinvigorating the Core: The Retailer's Challenge in Breaking Compromises: Opportunities for Action in Consumer Markets, ed. Silverstein, M. & Stalk, G. published John Wiley, ISBN 978 047138 4335
Mei-Folter, A. & Barber, F. (1993) Händler als Markengestalter, Lebensmittelzeitung, October
Barber, F. & Mackenzie, I. (1993) Organisationstrukturen für die Elektronikindustrie in Das Boston Consulting Group Strategie-Buch, 1. Ausgabe, Econ Verlag
Mei-Folter, A. & Barber, F. (1991) Am Markenhersteller vorbei wirtschaften, Lebensmittelzeitung, February
Barber, F. & Montag-Girmes, R.D. (1990) Die Chancen im Osten, Manager Magazin, August
Barber, F. (1989) Success via Innovation, Retail Chains: Creating the Winners of the 1990s, The Economist Conference summary, November
Barber, F. (1989) Department Stores: A New Formula for Success in Retailing in the '90s-The Role of Technology, Financial Times Conference Summary, March
Barber, F. (1988) Is Retailing an International Business?, Mergers and Acquisitions, February