- Opinion & Analysis
- Read Time: 11 min
Despite its potential, few managers have begun even to scratch the surface of information about intangibles and the opportunity it offers.
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The modern corporation can be traced back four centuries to the formation of the Dutch East India Company, considered the first joint-stock company. On the other hand, democracy has been employed in different parts of the world for millennia.
Reaping the elusive productivity rewards of information technology requires that an organization must change the way it does business. Schneider National took that dictum to heart and became a trucking and logistics powerhouse.
By sharing insights and perspectives with a group of noncompeting peers from other regions, managers can stay abreast of industry trends and combat complacency.
The success of an enterprise is the sum of decisions made in the course of doing business. It must follow, then, that a manager’s value lies in the quality of his or her decisions. Effective leaders make their decision-making look easy.
A March 2004 paper published in Creativity and Innovation Management makes the case that the amount of communication among the members of small research-and-development teams makes a big difference in their creativity.
The benefits of knowledge management are often accepted as a given, but its role in producing specific desired outcomes is not well known. Recent research employs survey-based and qualitative analysis to determine the effectiveness of various knowledge management methods in driving and supporting new product development.
A restaurant patron berates a waiter for delivering the wrong entrée. A traveler cuts in line at an airline ticket counter and demands immediate service. A manager refuses to gather the documentation an outside consultant needs to provide services. As these examples suggest, the obnoxious customer has many faces.
Traditionally, a company’s links to its customers, suppliers and other external parties have been based upon either arm’s-length transactions or socially embedded ties. Electronic technologies have enabled a third and more flexible option, dubbed “virtually embedded ties.”
Learning rarely follows a linear, upward progression. People forget what they once knew; institutional memory fades; obstacles of all kinds block individuals and groups from making progress. Sometimes an initially successful program or approach stops delivering results.
During the 1980s, Benetton was known as the archetypal network organization. But it decided to take a new direction representing a major discontinuity with its past and a divergence from industry practices. Without giving up the strongest aspects of its networked model, it integrated and centralized, exerting greater control over its supply chain even as it diversified its operations and product lines. The authors offer a detailed case study of this dramatic transformation.
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