There are many excellent concepts, recipes, and frameworks for dealing with an individual, strategically disruptive phenomenon, but no overriding framework to pull it all together. […] Every time a new phenomenon appears, strategy formulation becomes a bit more complex as more factors must be considered simultaneously, further eroding the chance for strategy to step in as a guiding force in the competitive maelstrom. There is … [ Read more ]
Content: Quotation | Authors: Gillis Jonk, Johan Aurik, Martin Fabel | Source: A.T. Kearney | Subject: Strategy
Research shows that motivation works very differently for mechanical tasks versus tasks that require even minimal cognitive efforts. Mechanical tasks can be motivated by money. But this is not true for cognitive tasks where motivating factors include autonomy (having some say about the outcome), mastery (having a sense of personal growth), and purpose (having a sense of meaning). These are all achieved by giving people … [ Read more ]
Content: Quotation | Authors: Gillis Jonk, Johan Aurik, Martin Fabel | Source: A.T. Kearney | Subjects: Management, Motivation, Organizational Behavior
From The Art of War to The War for Talent, strategy has been evolving for centuries. What we have learned in the past 2,500 years is highlighted here—not only where strategy began but also why it is on the verge of reclaiming its rightful place in history.
Content: Article | Authors: Gillis Jonk, Johan Aurik, Martin Fabel | Source: A.T. Kearney | Subject: Strategy
The easy days of the pure SBU are gone as the world continues to turn into a modular one of cross-unit synergies, outsourcing and strategic alliances. This rotation means more companies must perform a balancing act-breaking apart value chains while still making sure the new interfaces fit with the corporate strategy.
Content: Article | Author: Gillis Jonk | Source: A.T. Kearney | Subjects: Management, Organizational Behavior