Can you measure leadership?

The way we think about strategy is woefully incomplete, the authors contend. The traditional idea of focusing on the positioning of products (or services) underplays much of what most would agree makes a company truly competitive. Not only does it give short shrift to what a company knows, it ignore...

Full description

Saved in:
Bibliographic Details
Published in:MIT Sloan management review 2008-09, Vol.50 (1), p.65-69
Main Authors: Gandossy, Robert, Guarnieri, Robin
Format: Article
Language:English
Subjects:
Ausbildung
Decision making
Employment
Führungskraft
Human resources
Leadership
Management decisions
Management development
Managerial skills
Managers
Organizational behavior
Performance management
Personalbeurteilung
Succession planning
Teams
USA
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
Description
Summary:The way we think about strategy is woefully incomplete, the authors contend. The traditional idea of focusing on the positioning of products (or services) underplays much of what most would agree makes a company truly competitive. Not only does it give short shrift to what a company knows, it ignores completely the fact that in today's dynamic economy, organizations have to continually reinvent who they are and what they do in large and small ways. And one important means of doing so is through innovation. An effective strategy, then, is comprised of three key components: product/market, knowledge and innovation positions. But even if a company masters the three strategic positions of product/market, knowledge and innovation independently, it is still at risk. Only when all three positions are aligned and mutually reinforcing can a strategy succeed. In adopting the notion of alignment, organizations need to view each position - product/market, knowledge and innovation - as aspects of an organization's overall strategy. Creating an integrated strategy thus requires focusing not on each position separately, but rather on all three positions simultaneously. The authors introduce the notion of competing based not only on what an organization makes or the service it provides, but on what it knows and how it innovates.
ISSN:1532-9194
1532-8937