Book Description
At last-a proven system for developing the strategic innovations every company needs to compete and win
As everyone knows, today's unprecedented rate of business change demands new levels of strategic insight and adaptability. Reinventing Strategy is the first practical, systematic guide to creating an adaptive enterprise, showing how companies around the world are using the Strategic Learning approach to consistently out think, out maneuver, and out perform their competition. As Willie Pietersen explains, companies that aspire to long-term success must develop and implement strategy as part of a continuous four-step cycle-Learn, Focus, Align, Execute-and he offers dozens of provocative anecdotes and case studies, illustrating how to implement it at every level of an organization. Written with unusual clarity, frankness, and wit, Reinventing Strategy will change the way managers everywhere approach their greatest and most important challenge: the need to make strategy into a tool for ongoing corporate renewal.
Customer Reviews:
Great book.......2005-02-13
I am an executive coach and a former management consultant, so that business strategy is one of my interests. I have found this book by chance browsing on Amazon.
This is a book I have loved. It is an outstanding synthesis of what is business strategy nowdays. The author wonderfully combines a solid theoretical framework (he is a professor at Columbia University now) with a very practical approach (he has been running a company as CEO beforehand and it definitely shows!). It is very well structured, down to earth, straightforward and still accurate and full of in-depth reflections. It is a rare demonstration (especially in business literature) that a book can be essential and to the point, without boring repetitions (typical in business books). It shows there is a real understanding and mastery of the subject matter.
A serious business book written with both the head and the heart. Thank you Mr Pietersen!
Willie Pietersen gives us great strategy AND great practice.......2002-05-05
Willie Pietersen's Reinventing Strategy contains the basics of strategy, i.e., how to win, how to align the organization behind the chosen strategies, how to be sure that superior insights drive the strategic process. If that alone were his contribution, this book would be a significant contribution to the strategy literature.
But Pietersen goes much further than that. He shows us how, exactly, to develop these strategies, how he himself developed such strategies and what he learned about leadership in the process.
This book is about strategy, implementation and one man's journey as a leader and life-long learner. The result is an immensely human business book. The singular voice of the author comes through with clarity and humility. I know of no other business book that combines theory and practice with such a strongly personal view. Pietersen talks about the value of developing a leadership credo in his book. This book is, in essence, his own credo from a lifetime of leading and learning.
Every Manager Should Read This Book.......2002-04-20
I am VP at a large consumer products company in Ohio and I found this book very insightful in the areas of creating strategy and leadership. I read a lot of business books and most are very slight in what they have to offer -- a few thoughts, old stories or worn out sayings. However, "Reinventing Strategy" is a real how-to-book and goes through running a successful business step-by-step. This book will definitely help my division be more profitable! In fact, I would love to go and take one of Prof. Pietersen's courses at Columbia University.
A survival guide for business.......2002-04-18
Willie Pietersen has managed to pull together what's really important to achieve breakthrough performance. He's done this by telling clearly and convincingly the lessons learned from his years as a chief executive, but explained them from his new role as a Professor of the Practice of Management at the Columbia Business School. I've had the personal pleasure of watching Pietersen in action with business leaders from around the world who have participated in Columbia's Executive Education programs. The overriding comment from these executives is "this guy makes sense and has shown we how to face up to the challenges to my business' survival." Reinventing Strategy: Using Strategic Learning to Create and Sustain Breakthrough Performance is the next best thing to the live program.
If you want to move from Strategy theory to action and have your business survive in the process, read this book.
William M. Klepper, Ph.D.
Academic Director, Executive Education
Columbia Business School
Business strategy as it should be written.......2002-04-17
Here is book that takes a practical look at business strategy and helps the business person to streamline his/her thinking.
Written in Willie Pietersens highly readable style,it has heft as well as humor, theory as well as practical examples. Oh that our Business School text books had been written thus!
I would recommend this book to anyone who sells anything.
Read the introductory chapters,grasp Pietersen's premise then go to any of the rich chapters. Concepts are clearly tagged, each making for a delicious informational meal that forces reflection.
Amazon.com
From the time our ancestors lived in caves to that day in the late '80s when Chrysler sanctioned unofficial "tech clubs" to promote the flow of information between teams working on different vehicle platforms, bands of like-minded individuals had been gathering in a wide variety of settings to recount their experiences and share their expertise. Few paid much attention until a number of possible benefits to business were identified, but many are watching more closely now that definitive links have been established. In Cultivating Communities of Practice, consultants Etienne C. Wenger, Richard McDermott, and William Snyder take the concept to another level by describing how these groups might be purposely developed as a key driver of organizational performance in the knowledge age. Building on a 1998 book by Wenger that framed the theory for an academic audience, Cultivating Communities of Practice targets practitioners with pragmatic advice based on the accumulating track records of firms such as the World Bank, Shell Oil, and McKinsey & Company. Starting with a detailed explanation of what these groups really are and why they can prove so useful in managing knowledge within an organization, the authors discuss development from initial design through subsequent evolution. They also address the potential "dark side"--arrogance, cliquishness, rigidity, and fragmentation among participants, for example--as well as measurement issues and the challenges inherent in initiating these groups company-wide. --Howard Rothman
Book Description
Today's marketplace is fueled by knowledge. Yet organizing systematically to leverage knowledge remains a challenge. Leading companies have discovered that technology is not enough, and that cultivating communities of practice is the keystone of an effective knowledge strategy.
Communities of practice come together around common interests and expertise- whether they consist of first-line managers or customer service representatives, neurosurgeons or software programmers, city managers or home-improvement amateurs. They create, share, and apply knowledge within and across the boundaries of teams, business units, and even entire companies-providing a concrete path toward creating a true knowledge organization.
In Cultivating Communities of Practice, Etienne Wenger, Richard McDermott, and William M. Snyder argue that while communities form naturally, organizations need to become more proactive and systematic about developing and integrating them into their strategy. This book provides practical models and methods for stewarding these communities to reach their full potential-without squelching the inner drive that makes them so valuable.
Through in-depth cases from firms such as DaimlerChrysler, McKinsey & Company, Shell, and the World Bank, the authors demonstrate how communities of practice can be leveraged to drive overall company strategy, generate new business opportunities, tie personal development to corporate goals, transfer best practices, and recruit and retain top talent. They define the unique features of these communities and outline principles for nurturing their essential elements. They provide guidelines to support communities of practice through their major stages of development, address the potential downsides of communities, and discuss the specific challenges of distributed communities. And they show how to recognize the value created by communities of practice and how to build a corporate knowledge strategy around them.
Essential reading for any leader in today's knowledge economy, this is the definitive guide to developing communities of practice for the benefit-and long-term success-of organizations and the individuals who work in them.
Etienne Wenger is a renowned expert and consultant on knowledge management and communities of practice in San Juan, California.
Richard McDermott is a leading expert of organization and community development in Boulder, Colorado.
William M. Snyder is a founding partner of Social Capital Group, in Cambridge, Massachusetts.
Customer Reviews:
Excelent Book.......2007-10-01
I have a project focused on communities, and this book seems right on what I needed. I haven't read it completely, so this is only a first sight review.
How to Thoughtfully Steward Knowledge for the Common Good.......2007-01-02
Cultivating Communities of Practice is a manual and guide created by a community of authors in order to help businesses and organizations more thoughtfully and intentionally steward the knowledge of the community for the benefit of the whole. They understand that energy and "aliveness" about any topic is not created or manufactured, but simply cultivated. Just like a farmer must cultivate the soil, plant the seeds, nurture the crop, and identify and deal with the weeds; the authors help us learn the in and outs of how to cultivate communities that learn to manage knowledge for the common good. In this guide they provide us with the three basic elements for communities of practice; the seven principles for cultivating these communities; the five developmental stages of these communities; the common disorders and treatments; and finally how to start communities of practice in such as way that these communities work for the benefit of the whole. This guide enables people to move from theory to practice.
The three fundamental elements of communities of practice.
While communities of practice have many forms - large and small, local and global, within or across organizational boundaries - they all have three common elements, each of which plays a vital role in the health and success of these communities. When one understands the three fundamentals of communities of practice - domain, community and practice - they are able to better help these groups evolve to their full potential.
* The domain is the specific sphere of knowledge or particular issues that identifies the heartfelt concern of this community. A well-defined domain gives focus and depth to the community and allows the community to be on the leading edge in a particular area of knowledge.
* The community is the people who embody and steward the knowledge in this particular domain. It is "a group of people who interact, learn together, build relationships, and in the process develop a sense of belonging and mutual commitment." (Pg. 34) While each community develops a unique ethos; trust and respect are key elements for any community.
* The Practice entails a shared set of practical resources, protocols, tools, frameworks and ideas that enable the community to perfect and develop their particular craft. "Whereas the domain denotes the topic the community focuses on, the practice is the specific knowledge the community develops, shares and maintains." (Pg. 29)
Because knowledge with human beings is a complex matter, the head (domain), the heart (community) and the hands (practice) each play a vital role in communities of practice.
This is a great book on how to thoughtfully steward knowledge for the common good.
Excellent seminal material.......2006-08-05
It is an esential book for organization leaders, since it points out the main issues that impact on performace, based on the true social knitting of communities.
It establishes clearly the structure of communities and discusses their stages of development, which by themselves are an excellent tip to develop communities within a company. The doughnut metaphor for the dynamics of performance and strategy is an excellent way of explaining the double fabric of relations in a company.
Making it happen.......2006-05-30
I have a great interest in how organizations, particularly those with Christian leadership, work and how they respond to change. This book is rich with the stuff that will help organizations develop in a globalized society. I asked many questions as I read the book. For example, "How does YWAM's Student Mobilization Centre, as a growing network of ministries internationally, develop community and create truly life changing learning spaces for students and leaders who participate in our ministries?"
How can I contextualize a Community of Practice within the framework of YWAM's ministries?
In recent years, our leadership has begun to weave our international conferences around points of passion, like water, women's issues, justice, and children at risk. Our mission has also begun to look at a new paradigm for global strategy called Project 4K wherein the map is divided into about 4000 geographic units highlighting those areas still requiring engagement. What is needed in YWAM is a new cross-platform, multi-disciplinary team focus to properly engage each of those geographic regions.
Our Student Mobilization Centre, a centre of the University of the Nation, needs to develop field leaders who can coordinate multi-disciplinary field project teams and who harmonize outreach teams to serve the long-term community development project goals with special emphasis on field based learning. The UofN operates with the same conclusion that Wenger, et al present in Communities of Practice; that is, useful knowledge is not a downloadable commodity. It requires participation. The best learning experiences are in the context of relationships, especially those experiences and relationships that at the same time unfamiliar and familiar. In my experience, students learn best when taken out of the familiar culture to serve and learn in a context that challenges their expectations and status quo learning experiences. They also learn best if put in a situation where they are challenged to work together with those who either share their skill set and academic training, or they share the same missionary goals.
The advantage to us if we follow this integrative field project model of ministry in the University of the Nations is that we will begin to share knowledge gained in the field. Wenger argues that we can "establish a common baseline" of curriculum for the training school outreaches of the UofN. We will also increase our ability and speed generating and implementing creative ideas for community development, evangelization, and training. These project teams will help us steward and share the knowledge gained. These long-term community development field projects could serve as "laboratories" for curriculum development as well as cross-disciplinary field project leadership development.
To accomplish this, we will need to form cross-platform, multi-disciplinary, communities of practice at field sites where school outreaches may be hosted and outreach staff leadership may be trained. The most essential element of this field-based learning community is the authentic cross-cultural ministry that must be the foundational intent and the fruit of the project. When these missionary communities of practice exist, the witness of the Kingdom of God will be evident in a much greater way, at that field site. These communities of learning and leadership equipping may in turn affect a change in the whole of our mission through an integrated development model of field ministry and leadership equipping.
How might I develop a Community of Practice in Madison, WI?
YWAM's campus ministry at the University of Wisconsin is going through a re-birth and re-generation since our recent inaugural School of University Ministries wherein key leaders in Madison have been given new insight, developed new international cooperation, and shared vision. I see now how the formation of a multi-faceted community of practice in Madison with strong links to field-based learning communities provides a context for a new model of Church engagement with the university community. This community of practice will be a new international study center at the University of Wisconsin.
This new community will not replace existing structures. It will build connections between these different structures including churches, families, professionals/professors, and student organizations. It will connect students, faculty, families, business and church leaders in the university community from many cultures and nations. For example, families have a reason for engaging the university students, because "God sets the lonely in families" and students need role models for marriage and family. However, families do not have much context or place from which to engage students. Therefore there is a need for this kind of community.
The key knowledge that may be shared in this context will come from the field-based learning communities; these communities will link problems and needs with solutions. The problems will always be relevant to today's global community. However, the solutions will not be presented from the ivory tower of the academy or from the expert in the field. Solutions will be discovered together in a multi-cultural, multi-discipline, cross-platform, international community of practice engaged in serving and learning at home and abroad. The challenge for us in YWAM is to "cultivate" this kind of community by removing barriers and encouraging participation. Wenger et al says, "You cannot cultivate this new community model in the same way you develop traditional organizational structures." Our aim will be to connect these pockets of people who have some interest in engaging students and issues relevant to today, especially in the cause of Christ. Our challenge is to create a space and coordinate these unconnected people at key events that will foster the development of a new community; we must cultivate a community of practice.
What can I do to develop our international network with the Communities of Practice paradigm?
The cross-platform project teams and field-based learning sites I have been referring to are the key to our international development in the Student Mobilization Centre. Internationally, we are equipping and releasing leaders to create network teams within their own context. A "common baseline" of terms and methods is forming as our new course, the School of University Ministries, begins to multiply internationally to equip this generation of YWAM campus ministry workers. What is missing is a field-based outreach practices training experience or a field assignment for the School of University Ministries. What must be done is the formation of field project teams at field sites to host, equip, and train outreach team leaders as they carryout the function of leading a student outreach team on an integrated development project.
I desire to see the practical outworking of this vision within the context of my own life and ministry. The challenge to me is to deliberately form communities of practice in my ministry context. This book give me the tools and the principles to make it happen.
A good book but not for everyone.......2006-04-04
The authors have done an impressive work collecting best practices from industries. The book is a good textbook for all KM and OD practitioners to consider in learning about CoP. However, as one of the reviewers have noted, it does not tell you the steps in nurturing a CoP since human behaviours differ among (as well as WITHIN) organisations. The book does however provide a clear definition of how a working CoP would look like.
Readers who are keen on KM should read other works on social network to complement the learning. At the heart of any CoP is social dynamics. Understanding that will help to create CoP that is sustainable and useful to the organisation.
Book Description
Learn to Apply Systematic Improvements Throughout Your Organization! At the heart of Lean and Six Sigma is the same, unique business operating system: hoshin kanri. It is a method of strategic planning and a tool for managing complex projects, a quality operating system geared to ensuring that organizations faithfully translate the voice of the customer into new products, and a business operating system that ensures reliable profit growth.
The true power of hoshin kanri, however, is two-fold -- it is a superior organizational learning method as well as a competitive resource development system.
Hoshin Kanri for the Lean Enterprise, by Tom Jackson, explains how you can implement, identify and manage the critical relationships among your markets, design characteristics, production systems, and personnel to satisfy your customers and beat your competition.
This practical workbook provides:
A new understanding of hoshin kanri as a grand experimental design implemented through a system of team agreements. Clear explanations of the steps of hoshin kanri. A measure of overall business effectiveness used to determine the focus of corporate strategy. A new, improved X-matrix that incorporates a lean "balanced scorecard" for identifying improvement opportunities and converting them readily into bottom line results as a value stream P&L in terms that financial managers and accountants can understand and support. A CD containing forms, meeting agendas, and examples of X-matrices that serve marketing and design engineering as well as manufacturing. This workbook will show you the mechanics of implementing hoshin kanri, so that you can systematically improve your brand equity, implement Lean manufacturing and Six Sigma, and integrate your suppliers into a Lean and Six Sigma organization.
Customer Reviews:
The absolute best on hoshin kanri.......2006-09-10
Tom Jackson's practical and valuable insights are rivaled only by the importance and benefits of applying Hoshin Kanri. Hoshin Kanri as a practice has been applied as part of lean transformation efforts for quite a long time. But there were still very limited resources for people to learn more about it. Tom's work in this arena is extensive, and throughout all of his books (others are Implementing a Lean Management System and Corporate Diagnosis), he has focused on tools and systems for management to use in a lean company. This is the only book you'll need - I highly recommend picking it up.
One of the things I most appreciate about this book is how it integrates hoshin kanri with the Plan-Do-Check-Act process. This of course is the intent of hoshin kanri, but the linkage was never presented so clearly.
Book Description
Increasingly, the challenge of management is to create and supply knowledge in order to sustain organizational performance. However, few books on management strategy have been written using this concept as a foundation. This unique volume adopts a knowledge-based approach that will complement
and perhaps supplant other perspectives. Editors Nick Bontis and Chun Wei Choo look at the literature through the lens of strategic management and from the vantage point of organizational science. The thirty readings have been carefully selected and commissioned to provide the best literature
available--from articles newly written for this book and from existing publications.
Customer Reviews:
Outstanding!.......2005-08-15
Everytime I open this book I learn something powerful to help make sense of the organizational environment around me. The book has a huge price, but it also offers huge value.
An Essential Compendium for the Serious Strategist.......2003-05-26
Not a faddish management consultant recipe book. This reference tome contains an important selection of the latest thinking on organizational management. The authors' various perspectives on managing from a knowledge perspective lead the reader to do some serious thinking. I find myself returning to it again and again for further insights.
Book Description
Creating, adapting to, and exploiting change is inherently entrepreneurial. To survive and prosper under conditions of change, firms must develop the ldquo;dynamic capabilitiesrdquo; to create, extend, and modify the ways in which they operate. The capacity of an organization to create, extend, or modify its resource base is vital. Since the concept of dynamic capabilities was first introduced, much research has elaborated the initial idea. This important book by Constance Helfat and her team of leading scholars provides a timely focus on in-depth examples of corporate dynamic capabilities. Testing these in the different contexts of alliances, acquisitions, and management, the book gives students and researchers a succinct, up-to-date definition of dynamic capabilities and the strategic management theories around them.
Customer Reviews:
A critical book to read if you want to understand the underpinnings of strategy.......2007-08-31
I may be the only person to write a review for this book, as its price is a little steep for the casual business book reader and this is not a casual business book.
Dynamic Capabilities is an academically based book, a collection of co-coordinated articles about the nature of capabilities in general and the capabilities that change capabilities (aka dynamic capabilities). As an academic book it is very strong with the authors tackling many of the major economic and corporate strategy issues involving why enterprises are designed and work in a particular way. From this perspective it is theory that is well researched, carefully and clearly explained.
Capabilities in general and dynamic capabilities in particular are critical for enterprises in devising and realizing their strategies and performance goals. In this regard, this book is a must read for corporate strategists and corporate development processionals who need to understand how to organize and structure the enterprise for success.
The articles in this book lay down the rational and logic for your leaders should view and organize their resources to achieve their strategies. I will admit that the language and the structure of the chapter/articles are geared more for researchers and students, but taking the time to read, understand and reflect on the implications of these research pieces is well worth the effort.
Average customer rating:
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The Organizational Capabilities: Emergence, Development and Change (Strategic Management Society)
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Book Description
How do the resources and capabilities of organizations emerge and develop over time? This Handbook brings together scholars of strategic management, economics, history, organizational theory, international business, and technology management in order to address this question.Many of the contributions present new theoretical or empirical material which enhances our understanding of how organizational resources and capabilities evolve. Others offer thought-provoking commentary on current streams of research. Several themes recur throughout the volume, including: the role of geographic location and social networks; the influence of managerial mindset; and the co-evolution of resources and capabilities with other factors, including products. The chapters are organized according to a time line of resource and capability evolution.This body of work provides a firm basis for future research and practice, promoting a better understanding of why firms, industries, technologies, and even entire economies fare well or poorly.
Book Description
The fourth in the readers' series Resources for the Knowledge-Based Economy, The Strategic Management of Intellectual Capital analyzes the link between the strategic and operational roles of intellectual capital in the organization.
The Strategic Management of Intellectual Capital is the perfect resource for the growing number of companies pursuing a strategic approach to managing their intellectual capital and harnessing and leveraging their knowledge, experience, and expertise more systematically to attain a competitive advantage.
Offers a compilation of articles pertinent to the management of intellectual capital.
Included are case studies, frameworks, and tools for developing organizational programs in this emerging enterprise.
Provides an understanding of the importance of intellectual capital and how to manage it.
Book Description
In this innovative and thought-provoking book, the author takes an original look at some of the new ways of understanding how organizations work including complexity, chaos theory and quantum structures.
In a readable and accessible style, Walter Baet's argues that we need a new way of looking at the world and at human systems, in organizations and in society as a whole. He proposes a holistic management approach which is in direct opposition to the short-term shareholder value driven approach which dominates much management practice. The aim is to encourage the emergence of a new type of learning within organizations. To illustrate this, he discusses self-organizing systems, the complexity paradigm, the nature and use of knowledge; management learning at both the organizational and individual level and personal development. Finally, he argues in favor of considering business and economics as a network of agents that operate based on synchronicity - the quantum structure of business.
Encouragingthe reader to reflect on their own experiences, and drawing on examples from a number of real-life company cases, Walter Baets delivers a readable and thought-provoking book. For students and managers interested in complexity, knowledge management, innovation and organizational learning, it will be an invaluable guide to new ways of looking at organizations, learning and innovation.
Book Description
In this concise book based on his Arne Ryde Lectures in 2002, Young suggests a conceptual framework for studying strategic learning and highlights theoretical developments in the area. He discusses the interactive learning problem; reinforcement and regret; equilibrium; conditional no-regret learning; prediction, postdiction, and calibration; fictitious play and its variants; Bayesian learning; and hypothesis testing. Young's framework emphasizes the amount of information required to implement different types of learning rules, criteria for evaluating their performance, and alternative notions of equilibrium to which they converge. He also stresses the limits of what can be achieved: for a given type of game and a given amount of information, there may exist no learning procedure that satisfies certain reasonable criteria of performance and convergence. In short, Young has provided a valuable primer that delineates what we know, what we would like to know, and the limits of what we can know, when we try to learn about a system that is composed of other learners.
Book Description
Get wise to the knowledge within your organization.... Within every company, a small group of people exist who know how to get things done: how to solve big problems that stump others, navigate obstacles, and anticipate emerging opportunities with amazing speed. But most companies don't make the best use of their wisest people...or even know who they are. The Wisdom Network introduces readers to an eight-step process for discovering and realizing the power of the untapped knowledge that exists within their organization. The book shows how to:
* establish an environment that encourages wisdom sharing and expansion of roles * identify "magnet" topics vital to the company and support ad hoc teams of experts that form around them * create unconventional measures to track the progress of the wisdom network
Employees who continuously prove their worth can be found at all levels of the organization. Here's how to reap the true value of their wisdom.
Books:
- Relationship-Based Care: A Model for Transforming Practice
- Shaping the Adaptive Organization: Landscapes, Learning, and Leadership in Volatile Times
- Ship it! A Practical Guide to Successful Software Projects
- Strategies for the New Health Care Marketplace: Managing the Convergence of Consumerism & Technology
- Team-Based Strategic Planning: A Complete Guide to Structuring, Facilitating and Implementing the Process
- The Art of Innovation: Lessons in Creativity from IDEO, America's Leading Design Firm
- The Blackboard and the Bottom Line: Why Schools Can't Be Businesses
- The Fifth Discipline: The Art & Practice of The Learning Organization
- The Fred Factor: How passion in your work and life can turn the ordinary into the extraordinary
- The Journalist And The Murderer
Books Index
Books Home
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