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Paul Cicero believes that if you can demonstrate direct connections between learning and company performance, you will increase everyone's appetite to learn.

FedEx uses these criteria to identify potential leaders

There are as many lies in business as there are people in business. Here are nominees for the five most common lies.

How learning takes place in organizations

Founder of the Chaordic Alliance talks about organizations.

Founder of the Chaordic Alliance talks about management.

George Stalk Jr. updates his classic position that time is a competitive weapon

In business and in history, there's nothing quite like the thrill of the "save." Our favorite 50 celebrate those who have turned adversity into triumph

Microsoft's Chairman predicts only mangers who master the digital universe will gain competitive advantage

An article with a calculator tool to compare your company's costs with average industry costs

An excellent article expounding on how CEOs can, should and do treat IT

Philosopher Peter Koestenbaum discusses some interesting concepts: reckoning with freedom, leadership as two vectors - competence and authenticity, ability to manage polarity, etc.

discusses challenges faced by big vendors when competing with startup competition and dealing with legacy business processes

You've come up with a radical plan that will transform the way your company does business. The next step: execute. But how? By reading, ripping, and leveraging Fast Company's startup manual for leading change.

Discusses 10 myths surrounding knowledge management

the fast track to becoming an e-business; it's no longer a question of Whether, but How--and the best Web models are emerging

Michael Hammer writes about how increased competition is forcing companies to turn to virtual integration, which lets them concentrate on processes in which they can be world-class, and rely on someone else to perform the rest

Princeton psychology prof Daniel Kahneman's research into risk indicates the choices we make are influenced by two powerful, poorly understood and contradictory biases. Here he explains his work and its implications for investors & corp. decision-makers.

If Ford and 'Fordism' was the reference model for value chains of the Industrial Age, Cisco--and 'Ciscoism'--is the model for b-webs of the Digital Economy.

Editor-in-Chief of Information Week poses 25 enduring questions to ask about your company

C.K. Prahalad posits that the role of consumer is being transformed from passive buyer to active participant in co-creating value; recognizing this shifts the locus of core competencies from the firm to the enhanced network.

InformationWeek Editor-in-Chief discusses shift from search for solutions to search for opportunities; introduces Opportunity Quotient

You need all five of these critical factors to deliver sustainable growth to your company

Excellent article discussing the top 5 pieces of the Organizational Context Pyramid: Purpose, Mission, Vision, Core Values, & Strategy

The Balanced Scorecard is a Performance Management system that can be used in any size organization to align vision and mission with customer requirements and day-to-day work, manage and evaluate business strategy, monitor operation efficiency improvements, build organizational capacity, and communicate progress to all employees. The scorecard allows us to measure financial and customer results, operations, and organizational capacity. This paper discusses how to develop a Balanced Scorecard performance system, explores issues that organizations face in building and implementing scorecard systems, and shares lessons learned from organizations that have taken the Balanced Scorecard journey. [BNET Annotation]

10 yrs ago, Peter Senge introduced the idea of the "learning organization." In this interview he updates that idea focusing on obstacles to change and discusses the current "company as a machine" mentality and the more realistic "companies as living organisms" model. Other topics discussed include: initiate change by starting small; change through personal growth; definition of leadership; self-reinforcing factors and 10 "challenges of change."

Authors talk about need for today's CEOs to be extraordinary leaders who can change the world. The companies that successfully changed the world according to authors' study of 55 industries, excelled in strategic learning. Companies can learn faster by employing three strategic learning disciplines: knowing where you are, sensing opportunities, and analyzing bets.

How are the skills necessary to manage emerging technology businesses different from the skills needed to run established technology firms? A new book edited by two Wharton researchers draws on the insights of corporate leaders and academics to answer this question. Their findings should change the way companies approach such issues as technology assessment, strategy, marketing and organizational design.

Stanford B-school professor Jeffrey Pfeffer has a question: If we're so smart, why can't we get anything done? Here are 16 rules to help you make things happen in your organization.

Tomorrow's IT leaders will have to be part general, part maestro, and part evangelist