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THE WORLD OF CONSTANT CONNECTION // 2(90)2021
ĻĿĿ łĵ ĺľIJŌ ĺIJ the future which may not necessarily encompass
an entire 12-month period. In an overly dynamic
ڊښڝ ڜڟڝښڜڛڒ ڑڎڛڒڍڊښڝڔڊڕڒ ڛ ڟڊڕڑڎڍڊ ڤ ڎڎڢ environment two-, six-, or eight-month forecasts
ڒڔ ڝڎ ڑښڎڊ ڔڎڏڡڤڒڢڔڎ ڕڗښڑڗڋڒ ڔڊ ڡڊڗڕڊڣ may be fair enough.
ږڊڌ ڛڒڑڎږڊ ڕ ڑښڎڊڍڊڊڒ ږڊژڕڗړڎړڔڊڤڛڗ ڟ ڑڒڑ
ڎ ښڊڌڤښڗ ڌڗښږڎڋڗڔڝ ڍڒڡڎڛڒڛڊ ڋڎښڝڨڊڛڕڗڕ COORDINATION
ږڊڛڒ ڜڟڝ ڍڗښژڊڒ ڜ ڟڊڞږڊڌ ڛڒڋڎ ڔ ڋڎ ڍڗڦڕڗڕ
ڞڝڛڨ ڑڒړڊڛڛڊڛڒږڎ ڥڎڢڑڎ ښڊڌڛڒ ڋڎښڝڨڊڛڕڗڕ Try your best to build a structure with all units
ڝ ڛڎښڊ ڍڒڢڎ ښ ڍڒڏڑڒ ڋڎ ڌڍڝڏڍڊ ږ ڊڒ ڜ ڟڎڞڎڗښ operating as individual companies procuring
૿ڗښ ڐڊڋڊڛଁڊ ڍڒڢڒڑڎڛڊڛڊ ڛڒڋڎ ږڎڡڗ ڕڊڌڛڒڋڎ ڛښ services from one another as they would do from
ڝ ڜڟڝښڜڛڊ ڔڎڏڡڊ ڋڎڋڒ ڔڊڡڗڕڊڣڛڒړڒڕڗږڗړڎ outsourced providers. It is a fact that, compared
ڊ ڕڒ ڜژڗڛڒڋڎ ڛښڝ ڛڎښڛڒ ڋڎڏڨڛڛڔ ڝڎڑښڎڔڝښ WRXVLQJLQKRXVHUHVRXUFHVZHDUHPRUHHᎱHFWLYH
ڛڒ ڋڎ ک ښڊڨڊڍڛڋڎڌ ڥڒڋڝږڎړ ڛڒڋڎ ږڎڡڗ ڕڊڌڒښڝڔ when buying services from outsiders. Putting
ڊ ڏڎڦ ڠ ڒڒڕڍڊ ڏڒ ښڋڎږڝڋڗښڞڝڤ ڊڒڤڊڐڒڕڒږڒڕ in place this kind of internal “market economy”
ڊڕڨڗڕڛڒڋڎ ڛښڝ ڛڎښଁڒ ڢڋڎږڐڒڕڤڊ ڛڎ ڍڗښږڊڑ encourages every structural unit to be extra
ڛڒ ڋڎښڒڔڝ ڕښڗڞڒ ڔڊ ښڢڕ૿ڛڒ ڋڎ ښڒڤ ڕڎڢڛڒ ڋڎښ judicious when spending the resources of others,
ڛڒڋڎڜ ږ ڎڒڔړڊڋڎږڝ ڣښڊ ږڎڢڛڒڨ ڛڒ ښڊڨڍڊ ڔڏڤڊږ setting the stage for natural cost minimization.
ڋڎ ږڎڏ ڣڊڕڒ ڏڒ ښڋڗڨ ڛڒ ښڊڨڊ ڏڨڛڊڍڊڋڗ ڔ ڊڒڗڔ Also, when goals list maintaining quality, customer
ڝڋڎڛږڊ ڔڊ ڋڊڍڗښڞڝڛڨ ڑڒ ړڊڛڊڒ ښڎ ڦڒڏڌڒڋڎڔ loyalty, and other qualitative indicators instead of
ڑڋڎ ښڊڏ ڌڊڏڍڊښڝ ڛڟڎ ڔژ ڕڗړڊڍڍڊڔ colorless wording urging us to “reduce resource
consumption,” we employ better balanced and
ڎڔ ڥ ڒڎڢڒ ڔڒڦڊږڒڔڎ ږڎ ڌڍڊ ڕڎڢڛڒږڊڤڗڕڊڕڊ more complex approaches to the problem.
ڛڒ ښڗڢڛڋڎڔ ڝڎڑښڎڔڝښڝ ڜڟڝ ښڜڛڛڗڡڒڊڋ
ڊڑڒښڝڍږڝڌڍڊڔ ڝڗ ښ ڍ ڏڊڕڒڊڍڒ ښ ڋڒ کڎڢ Competition among structural units and, at the
ڊ ڞڗڡ ڔڎڏږڝښڐڝڛڒڋڗڔ ڕڗ ښڢڕڊږSvenska same time, teamwork and cooperation may be
Handelsbankenڊڒڑڒ ڔڊ ڌڊڕڒ ڌ ښڊړڛڒڕڊ part of this task, as illustrated by the example of
Svenska Handelsbanken.
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