| Description |
1 online resource (xviii, 249 pages) : illustrations |
| Contents |
Chapter 1: The Conductive Organization -- Chapter 2: The Customer Imperative -- Chapter 3: The Knowledge Capital Model -- Chapter 4: Customer Calibration -- Chapter 5: Strategy Making -- Chapter 6: Internal and External Branding: The Character of the Conductive Organization -- Chapter 7: Culture: The Collective Mindsets of the Conductive Organization -- Chapter 8: Structure: The Custodians of Conductivity -- Chapter 9: Systems: Generating Capabilities -- Chapter 10: A New Leadership Agenda -- Chapter 11: From Conductive to Highly Conductive -- The Evolving Organization -- Glossary -- Figures |
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1. The conductive organization -- 2. The customer imperative -- 3. The knowledge capital model -- 4. Customer calibration -- 5. The strategy-making perspective of the conductive organization -- 6. Internal and external branding : the character of the conductive organization -- 7. Culture : the collective mindsets of the conductive organization -- 8. Structure : the custodians of conductivity -- 9. Systems : generating capabilities -- 10. A new leadership agenda for the conductive organization -- 11. From conductive to highly conductive -- the evolving organization |
| Summary |
An organization's culture lies at the heart of its ability to perform. In the knowledge economy, new rules are emerging and organizations must rethink how they will compete by leveraging their tacit knowledge - their intangible assets - in order to create and sustain a strategic advantage. In this book, Hubert Saint-Onge and Charles Armstrong, two corporate leaders who have been in the forefront of using knowledge management to gain strategic advantage, focus on knowledge-based customer relationships, innovative internal structures, and self-initiated learning cultures, in order to explain the building blocks that must be in place to create and sustain a knowledge-based culture within organizations-a culture that they argue is integral to a high-performance organization. An organization's culture lies at the heart of its ability to perform. In the knowledge economy, new rules are emerging and organizations must rethink how they will compete by leveraging their tacit knowledge - their intangible assets - in order to create and sustain a strategic advantage. In this book, Hubert Saint-Onge and Charles Armstrong, two corporate leaders who have been in the forefront of using knowledge management to gain strategic advantage, focus on knowledge-based customer relationships, innovative internal structures, and self-initiated learning cultures, in order to explain the building blocks that must be in place to create and sustain a knowledge-based culture within organizations-a culture that they argue is integral to a high-performance organization. This book provides a blueprint for creating and leading organizations with strong knowledge-based cultures to achieve breakthrough performance. Using the idea of conductivity, the authors describe the successful organization of the future as one that increases the quality and flow of knowledge within the organization and within its network of suppliers, customers, and other collaborators. The narrative is based on the thoughts, experience, and models of Hubert Saint-Onge and Charles Armstrong, who have successfully led high-performance companies in the financial services sector and the engineering and manufacturing sector. Each chapter includes practical examples from their experience and from other successful leaders. * Hubert Saint-Onge has been named one of the top ten knowledge management practitioners internationally (Forbes) * S.A. Armstrong, a manufacturing company run by co-author Charles Armstrong, has been cited as one of the most innovative knowledge-era companies in North America * Filled with real-life stories of how both authors have implemented their ideas in the banking, insurance, and manufacturing industries |
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"In The Conductive Organization, Hubert Saint-Onge and Charles Armstrong focus on knowledge-based customer relationships, innovative internal structures, and self-initiated learning cultures in order to explain the building blocks that must be in place to create and sustain a knowledge-based culture within organizations - a culture that they argue is integral to a high-performance organization. This book provides a blueprint for creating and leading organizations with strong knowledge-based cultures to achieve breakthrough performance. The narrative is based on the thoughts, experience, and models of Saint-Onge and Armstrong, who have successfully led high-performance companies in the financial services sector and the engineering and manufacturing sectors. Each chapter includes practical examples from their own experiences and those of other successful leaders."--Jacket |
| Bibliography |
Includes bibliographical references and index |
| Notes |
Print version record |
| Subject |
Knowledge management.
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Organizational learning.
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Knowledge management
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Organizational learning
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| Form |
Electronic book
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| Author |
Armstrong, Charles A
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| ISBN |
9780750677356 |
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075067735X |
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9780080476681 |
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0080476686 |
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