From Strategy to Practice

Strategic reversals are quite commonly failures of execution. In many cases, a strategy is abandoned out of impatience or because of pressure for an instant payoff before it has had a chance to take root and yield results. Or its focal point is allowed to drift over time. To navigate a strategy, one must maintain a balance between strategizing and learning modes of thinking. (No. 60 | August 2009)

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Leading in the Workplace

Theories of leadership are divided: some underscore the primacy of personal qualities; others stress that systems are all-important. Both interpretations are correct: a larger pool of leaders is desirable all the time (and superleaders are necessary on occasion) but its development must be part of systemic invigoration of leadership in organizations.(No. 59 | August 2009) Read the paper [ PDF: 539kb | 8 pages ]

Enhancing Knowledge Management Strategies

Despite worldwide attention to strategic planning, the notion of strategic practice is surprisingly new. To draw a strategy is relatively easy but to execute it is difficult—strategy is both a macro and a micro phenomenon that depends on synchronization. One should systematically review, evaluate, prioritize, sequence, manage, redirect, and if necessary even cancel strategic initiatives. (No. 58 | August 2009)

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Building Trust in the Workplace

Workplace dynamics make a significant difference to people and the organizations they sustain. High-performance organizations earn, develop, and retain trust for superior results. (No. 57 | August 2009)

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The Roots of an Emerging Discipline

Organizations must become information based: (i) Knowledge workers are not amenable to command and control; (ii) In the face of unremitting competition, it is vital to systematize innovation and entrepreneurship; (iii) In a knowledge-based economy, it is imperative to decide what information one needs to conduct one's affairs. (No. 56 | August 2009)

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Managing Virtual Teams

Virtual team management is the ability to organize and coordinate with effect a group whose members are not in the same location or time zone, and may not even work for the organization. The predictor of success is as always clarity of purpose. But group participation in achieving that is more than ever important to compensate for lost context. Virtual team management requires deeper understanding of people, process, and technology, and recognition that trust is a more limiting factor compared with face-to-face interactions. (No. 55 | August 2009)

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