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Inaugural Address by CK Prahalad
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One of my colleagues at Michigan calls it ‘disciplined imagination’, which I think is a very good way of thinking about theory building.
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I believe we have taken imagination out of most of the research and have only kept the discipline part in. I would like to suggest that we better rebalance - a little bit of imagination and a lot of discipline.
The history of management consulting : The New Yorker
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Ordering people around, which used to be just a way to get things done, was elevated to a science in October of 1910
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Management consulting isn’t a science, Stewart says; it’s a party trick.
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We must manage value, not costs | Briefing | Local Government Chronicle
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His ideas are based on those of engineer Taiichi Ohno, who helped develop the Toyota production system in postwar Japan. Mr Seddon has applied this ‘lean manufacturing’ or ‘systems’ thinking to the UK service sector.
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The analysis of what needs to change is based on the picture managers build up of the work their organisation does. This should be based on the work process as a whole rather than breaking it into individual bits, focusing on what is driving demand for services, he says. “Clients think that activity is cost and we have to teach them that that is not true. We have to teach them to look at the demand for their services.”
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Design leads us where exactly?: Managing as designing: Does it actually work?
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first major development in the increasingly fashionable exploration in management research of Herbert Simon's idea that management is a kind of design activity.
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Dealing with ambiguity and uncertainty about what to do and how to do it is the central challenge facing those involved in organisational futures.
- Design techniques such as personas and customer journey scenarios are powerful methods even for first-time users that help ground their ideas and facilitate temporary, cross-institutional teams.
- Small groups working on individual ideas within a larger ecology produce platforms for others to work with, resulting in the emergence of new concepts that are unlikely to have been imagined and so could not have been intentionally designed.
- The creation of new concepts creates new barriers. - 1 more annotations...
Hal Varian on how the Web challenges managers - The McKinsey Quarterly - Hal Varian web challenge managers - Strategy - Innovation
this is an insanely good article...pretty much encapsulates lots of what I think in a very clear way...devastating combination of foresight and insight from an extremely bright man!
"I keep saying the sexy job in the next ten years will be statisticians. People think I’m joking, but who would’ve guessed that computer engineers would’ve been the sexy job of the 1990s? The ability to take data—to be able to understand it, to process it, to extract value from it, to visualize it, to communicate it—that’s going to be a hugely important skill in the next decades, not only at the professional level but even at the educational level for elementary school kids, for high school kids, for college kids. Because now we really do have essentially free and ubiquitous data. So the complimentary scarce factor is the ability to understand that data and extract value from it."
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We’re in the middle of a period that I refer to as a period of “combinatorial innovation.”
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I think now, with what we’re seeing with mobility, we’re going to have a totally different concept of what it means to go to work. The work goes to you, and you’re able to deal with your work at any time and any place, using the infrastructure that’s now become available.
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McKinsey: What Matters: Three forces that will transform management
First, as I described earlier, companies today face a set of new and inescapable challenges that lie outside the performance envelope of management as usual. The second driving force is the Internet, which has spawned a vast array of new tools for managing collaboration. In the past, nothing could be done at scale without a lot of bureaucratic structures.
These new Web-based tools will allow hierarchies to form around natural leaders rather than beneath the individuals who have been given formal, hierarchical appointments. They will democratize the workplace and give everyone the chance to help create strategy and offer advice on critical issues. This won’t happen overnight, but organizations will eventually figure out how to use these new tools, just as those early management pioneers learned how to use the telegraph and then the telephone to better manage large-scale organizations.
The values and attitudes of the Millennials now entering the work force make up the third challenge that will compel organizations to retool their legacy management models. If you spent your adolescence creating, collaborating, and learning on the Web, you’ve developed some sensibilities that will be very hard to change once you enter the work force. One of these is the belief that all ideas should compete on a level playing field. The twentysomethings who take this as a point of faith won’t want to work in organizations where a senior executive’s point of view gets an extra measure of credibility simply because he or she sits higher up in the hierarchy.
This new generation also believes that all information should be accessible. The ethos is to share information freely, not to dole it out on a need-to-know basis, as management often did in the past.
What’s more, this new generation believes that people should be measured on the basis of their contributions, not their credentials
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First, as I described earlier, companies today face a set of new and inescapable challenges that lie outside the performance envelope of management as usual. The second driving force is the Internet, which has spawned a vast array of new tools for managing collaboration. In the past, nothing could be done at scale without a lot of bureaucratic structures. Now thousands of people can collaborate around the world online with little in the way of formal hierarchy or management structures.
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These new Web-based tools will allow hierarchies to form around natural leaders rather than beneath the individuals who have been given formal, hierarchical appointments. They will democratize the workplace and give everyone the chance to help create strategy and offer advice on critical issues. This won’t happen overnight, but organizations will eventually figure out how to use these new tools, just as those early management pioneers learned how to use the telegraph and then the telephone to better manage large-scale organizations.
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