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Do We Need to Increase Inventory When Sales Rise? Separating Demand and Price Effects Through Costco's Performance
Total sales, comparable sales, and FX-adjusted metrics answer different questions. Using Costco's public performance as a starting point, this article presents a framework for connecting quantity, inventory, and supply lead times to choose alternative ordering strategies.
KBR경영연구소 · 09/24/2026
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Why IKEA Is Lowering Prices While Accepting Lower Margins: How a €1.2 Billion Investment is Reshaping Competition
KBR경영연구소 · 09/20/2026
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Lego Released 330 New Products in Half a Year and Grew Operating Profit by 22%: The Operating Structure That Handled High-Mix Innovation
KBR경영연구소 · 09/18/2026
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Why Toyota Gives Frontline Workers the Authority to Stop Production Lines: The Management Structure That Prevents the Spread of Defects
KBR경영연구소 · 09/17/2026
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How Do a Organization's Core Values Impact Organizational Performance?
KBR경영연구소 · 09/16/2026
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Where Did the Time Saved by AI Go... Performance Standards Management Must Change
Increased AI usage and reduced working hours do not necessarily translate to proportional improvements in organizational performance. Recent studies highlight the need to evaluate program activity, time savings, and final output separately. Management must examine the entire workflow—including review and rework—rather than just drafting speed. Deciding how to allocate the time gained—whether toward additional work, quality improvement, learning, or recovery—is also a critical choice. KBR proposes completion criteria, measurement methods, and operational principles to assess the outcomes of AI adoption.
이태민 책임기자 · 09/14/2026
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What Determines a Good Leader… 5 Standards That Must Be Established Before Data
The starting point of good decision-making lies in predetermining the criteria for judgment rather than gathering more data. Distinguishing between reversible and irreversible decisions allows for a more efficient allocation of review time and decision-making authority. Pre-establishing the ultimate decision-maker, basis of judgment, and failure criteria can reduce unnecessary meetings and the likelihood of post-hoc rationalization. AI autonomy should be designed by considering not only technical performance but also the risk, ambiguity, and reversibility of the decision. The core role of a leader is not to make every decision personally, but to build a structure that enables the organization to repeatedly make good decisions based on consistent standards.
김민경 책임기자 · 09/13/2026
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Organizational Conflict Is Created by Structure, Not People… The Real Causes That Tear Teams Apart
Organizational conflict is difficult to explain solely through the personalities of specific members; roles, authority, task distribution, and processing procedures act as critical variables. Global manager engagement dropped to 22% in 2025, and participants in the Myers-Briggs survey spent an average of 4.34 hours per week handling conflict. While the relationship-related keyword 'connection' stood out most in an analysis of SME resignation vlogs, this cannot be generalized as the ranking cause for all SME resignations. Key factors in conflict resolution include not only the outcome but also the independence of the investigating entity, consistent standards, time and authority granted to managers, and initial onboarding systems. Executive management's task is not to eliminate conflict, but to design organizational structures and procedures so that task-related disagreements do not escalate into relational conflict.
박소유 책임기자 · 09/12/2026
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When a Crisis Hits, What Kind of Leader Are You: "Who is at fault?" vs. "What went wrong?" — The defining question of an organization's fate
When problems arise, the first question a leader asks typically splits into "Who was in charge?" and "What happened?", through which members learn how the organization handles mistakes. Data such as Gallup's 2026 report showing 22% manager engagement, DDI's 2025 survey showing 29% direct supervisor trust, and a September 2025 survey by Daejeon Metropolitan Corporation where "Take responsibility for this yourself" ranked as the number one taboo phrase, indicate that the costs of blame-driven leadership are rising. Edmondson's 1996 hospital study and 1999 study of 51 teams, along with Google's Project Aristotle, consistently confirm that teams with high psychological safety report and learn from more mistakes. Deming's 94-to-6 estimation and NASA's ASRS non-punitive reporting system show that shifting the focus of improvement from individual blame to system design, and repositioning accountability, allows risk signals to accumulate. A leader who looks at "what" is not a leader who avoids accountability; rather, they are someone who first analyzes causes, separates systemic and individual factors, and holds individuals accountable strictly to their share.
강지혜 선임기자 · 09/09/2026
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Five Reasons Why New Leaders Fail: The First Leadership Trap Seen Through 2026 Data
New leaders can become team bottlenecks by maintaining the same work styles that made them successful as individual contributors. Structures that demand performance without adequate organizational preparation and support are also key backgrounds behind new leader failure. Problems also emerge when rushing changes before trust is established or failing to manage personal energy and stress. By 2026, managers who fail to support their team's use of AI are emerging as a new leadership risk that blocks organizational AI transformation. There is a need to view promotion not simply as a reward but as a job transition, and to design new leader development as part of an organization's performance infrastructure.
박소유 책임기자 · 09/05/2026
