Embracing Commitment and Performance: CEOs and Practices Used to Manage Paradox
“We tend to assume that great leaders must make difficult choices between two or more conflicting outcomes. In an interview study with 26 CEOs of top American and European companies (incl. IKEA, Campbell Soups, Nokia, H&M), we find that instead of choosing between conflicting outcomes such as long-term strategy or short-term performance drivers, top tier managers argue that their role is to embrace such paradoxes … [ Read more ]
Content: Article | Authors: Flemming Norrgren, Michael Beer, Nathaniel Foote, Russell Eisenstat, Tobias Fredberg | Source: Harvard Business School (HBS) | Subjects: Best Practices, Management
Strategy as if Knowledge Mattered
Managing knowledge is hot! Before we get carried away, why not stop to link knowledge and strategy?
Content: Article | Authors: Brook Manville, Nathaniel Foote | Source: Fast Company | Subjects: Knowledge Management, Strategy
Managing the Knowledge Manager
What can be done to ensure that the CKO unlocks a company’s latent potential? To find out, we asked CKOs at various companies for their views about the make-or-break factors. Although the CKOs had different experiences, all concurred that success depends on two things: first, on the ability of senior management to agree about what it hopes to gain from managing knowledge explicitly and from … [ Read more ]
Content: Article | Authors: Eric Matson, Nathaniel Foote, Nicholas Rudd | Source: McKinsey Quarterly | Subjects: Best Practices, Knowledge Management