Table of contents
John Hagel explains the concept and potential of the “pull” management model
Brian LeavyThis paper aims to present an interview with Deloitte researcher John Hagel III, the co‐author of The Power of Pull and co‐chairman of the Deloitte Center for the Edge, which…
Rethinking the organization: leadership for game‐changing innovation
Stephen DenningThe paper aims to identify the lessons CEOs of large established organizations need to learn to make continuous innovation a part of the firm's DNA. Instead of innovation and…
Defining customer value as the driver of competitive advantage
H. Kurt ChristensenIn the author's experience, even veteran executives often make statements about competitive advantage that reflect either genuine misunderstanding or casual misuse of the term…
Actions to implement three potent post‐crisis strategies
Saul J. Berman, Richard Christner, Ragna BellThe purpose of this paper is to make suggestions as to how an organization successfully manage uncertainty and complexity and, ultimately, foster growth in the wake of the recent…
Formulating policy with a parallel organization: how a CEO integrated independent divisions
Dale E. Zand, Thomas F. HawkDivision managers in multi‐division, production organizations often focus primarily on their division's interests and goals and as a result may not be well motivated or equipped…
Using executive education program rosters to identify a succession cohort
Mark E. Haskins, George R. ShafferThis paper posits that an organization's roster of managers slated to attend, or who have attended, an executive development program can be used as the starting point for…
ISSN:
1087-8572Renamed from:
Planning ReviewOnline date, start – end:
1996Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridMerged from:
The AntidoteEditor:
- Mr Robert Randall