"Achieving Manufacturing Flexibility Through Product Design," Jean Graef and Dallas Patton, Technical Paper, Society of Manufacturing Engineers, 1985. Manufacturing professionals are actively seeking ways to lower costs, increase flexibility, and position their companies to meet competition. However, to a large extent, manufacturing, customer service, and finance must follow where development and marketing lead. While there are many things manufacturing can to improve flexibility in its systems, even greater gains can be made through product design. Moreover, a three-pronged design approach that involves manufacturing, development, and marketing can help sell investments in computer-integrated manufacturing to the rest of the organization.

"Managing the Triple Bottom Line: What Is It and Why Is It Important?" Montague Institute Review, October 2003. If you work in a highly regulated industry, the "triple bottom line" of social, environmental, and economic reporting is probably a priority for your CEO. Although many global organizations include a triple bottom line section in their annual reports, they leave much to be desired. In this article, the first of a 4-part series, we define the concept, describe its implications for information services, and make some suggestions for future development in report preparation.

"Content vs. Navigation Taxonomies: Why Are They Different?" Montague Institute Review, December 2007. What do you say when the terms in the corporate taxonomy don't match those used on the public Web site? For example, why use "learning activity" internally and "training" externally? Do organizations need both a "content" taxonomy and a "navigation" taxonomy? If so, why?