- Research Feature
- Read Time: 17 min
At top companies, where the inspired use of metrics helps to identify potential leaders and develop their skills, the answer is yes.
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A comprehensive analytic framework can provide a common language for discussing decisions and values with colleagues, helping to build a culture that better integrates the organization’s values into staff decision making.
At many companies, intellectual property has become an area of focus. Research shows that top-management involvement in IP strategy is associated with better IP performance.
Companies have a number of internal and external conflict-resolution resources at their disposal. In addition, they should consider creating the new role of board ombudsman to mediate disagreements.
Many executives talk about the need for greater flexibility and adaptability from their companies. But the truth is that most businesses have organized themselves in ways that inherently discourage change.
Departing employees leave with more than what they know; they also take with them critical knowledge about who they know. That information needs to be a part of any knowledge-retention strategy.
Companies that are having trouble filling board positions should consider a new type of director: well-established professionals who devote all of their work, time and energies to corporate board activities.
A “postcompany” school of experts says information technology is enabling a new world of seamless collaboration among businesses. They recommend that executives tear down the “walls” and merge their companies into amorphous “enterprise networks.” Nick Carr counters that new technologies will never conquer cutthroat competition and shows why managers need to be wary of alliances that foreclose opportunities for advantage.
Organizational structure, the authors contend, is increasingly irrelevant to how work is actually done. Citing BP, Duke Power and W.L. Gore and Associates, they demonstrate that it is not formal structure but the adaptability of processes, people and technology that enables companies to build lasting value.
Vertical “command and control” sabotages organizations that need bottom-up innovation to be competitive. Yet organizational integration is increasingly essential. New research shows how technology is helping cutting-edge companies meet the challenge by integrating horizontally.
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