![CEOs may thump the boardroom table and demand “a new game changer … a disrupter” but usually their firms aren’t structured in a way that can create radical innovation.
[[MORE]]Often big ideas aren’t as competitive as incrementally improved ideas...](https://64.media.tumblr.com/89b087e564a9ccb8269ff735c8736230/tumblr_nx0u10Kk2u1uxr35ho1_540.jpg)
CEOs may thump the boardroom table and demand “a new game changer … a disrupter” but usually their firms aren’t structured in a way that can create radical innovation.
Often big ideas aren’t as competitive as incrementally improved ideas either. Constantly-nudged ideas take a collective state of entrepreneurship - sometimes called intrapreneurship.
Organisations should build and rely on the talent and creativity of all employees - not hang on the words of the few who have climbed the top of the hierarchical pyramid.
A continuous process of change and adaption generates new and improved products and services. It motivates through accountability and collective ownership.
With all employees having one foot in the needs of the firm today and the other foot straddled into the possible needs of the firm tomorrow. Entrepreneurship becomes a capability. An attitude diffused into the firm’s culture.
Twenty years ago two Japanese professors, Nonaka and Takeuchi described knowledge management as:
“The capability of the organisation as a whole to create new knowledge, disseminate it throughout the organisation and quickly embody it in key products, services and systems.”
To accomplish this firms need to push responsibility down through the organisation. Empower staff with a view to developing an organisation capable of continuous learning.
These are short thoughts. For longer, more fully-formed thoughts covering business, public relations and change visit www.sabguthrie.info or sign up to email updates.
![We all know that we are driven by speed. Deregulation and the internet have made competition global. Technology makes more technology. So speed-of-change is only ever going to accelerate.
[[MORE]]Competitive advantage is fleeting. Firms need to...](https://64.media.tumblr.com/86dae9e2f593980d0336803afd261bda/tumblr_nx6ekit9cb1uxr35ho1_540.jpg)
![Yesterday Seth Godin, the father of permission marketing, wrote about people’s differences. In a post titled: When in doubt, draw a bell curve Godin mused:
[[MORE]]““We’re puzzled when we see uneven acceptance or uneven performance, because it’s easy...](https://64.media.tumblr.com/5bc97ae30c2a940df038f416f2b97b99/tumblr_nw8yz7EnBK1uxr35ho1_540.jpg)
![Hierarchical management is bad for business. Command and control works well in bureaucratic organisations operating in slow moving, stable industries where firms can concentrate on looking inwards to driving out inefficiencies.
[[MORE]]Seen any...](https://64.media.tumblr.com/402071edd46605cb05e6afbcc7930acc/tumblr_nvxu5vwUO21uxr35ho1_1280.jpg)
![“Knowledge is power” runs the cliché. But in the industrial age of command and control hierarchy this line meant: guard knowledge; hoard it. Be a knowledge miser.
[[MORE]]Having a head full of knowledge made you indispensable to your organisation.
In...](https://64.media.tumblr.com/bdf1a92dad9681db31bbdd85946cfd38/tumblr_nw3fthy7bO1uxr35ho1_540.jpg)
![Managers have moved from knowledge hoarders to knowledge pumps. The moniker: ‘knowledge is power’ is being replaced with ‘power belongs to the network’.
[[MORE]]Writing in the Harvard Business Review Jeremy Heimans and Henry Timms describe a growing...](https://64.media.tumblr.com/ca74bac0cbb7000ead217ec01e13af53/tumblr_nwk2bzEUVY1uxr35ho1_540.jpg)
