Corporate DNA: Using Organizational Memory to Improve Poor Decision-making

Front Cover
Gower Publishing, Ltd., 2006 - 214 pages
0 Reviews
Reviews aren't verified, but Google checks for and removes fake content when it's identified
For more than half a century the developed world has been chasing productivity. It's financed our wealth but that part of output on which our continued prosperity depends - productivity growth - is petering out. The traditional scapegoat has been the dearth of worker skills. But the worker skills base has never been higher! The other explanation is that it is managers who are not giving full value to their employers. The way they're making decisions is conferring virtually no upside potential, which means they're leaving us wide open for experience-poor competitors to step into our experience-rich shoes. Exactly as Japan did in the 1960s and the so-called BRICK countries - Brazil, Russia, India, China (especially China) and Korea - are threatening now. If creeping uncompetitiveness is not to overtake us, from where are the next round of productivity gains to come from? Identifying some gaping holes in the way managers are taught to manage, this book outlines both the size of the problem and a solution. Businesses and other organizations, the author says, have to substantially raise the quality of their decision-making. For this to happen, they need to be much better experiential learners. And for experiential learning to take place, companies and other institutions have to better manage their corporate DNA, the institution-specific experiences otherwise known as Organizational Memory. OM, which characterizes any organization's ability to perform, is the single biggest influence on decision-making excellence. It is a factor of production that has already been paid for at great expense, yet is readily discarded in the backwash of the biggest change in workplace practice for more than a century - the actively-encouraged flexible labour market. Corporate DNA explains why this key component of intellectual capital should be better managed, can be better managed and, particularly, how it can be used to help organizations reduce the pandemic of repeated mistakes, rei

From inside the book

What people are saying - Write a review

We haven't found any reviews in the usual places.


The Boiler is Running out of Steam
When ExperienceRich Falls Short of ExperiencePoor
Where organizations fall down
How More Equals Less
The Gaping Holes in Business Education 55354
Productivity The New Corporate Imperative
Where Failure is not Delayed Success
20 Vision
From Hagiography to a Powerful Management Tool
Some corporate history disasters
The acknowledged limitations of corporate history
Why corporate and business history?
The Future of the Past
GDP Per Person Employed 19502003

Cutting the Workload
Talk Talk
Productivity as a Percentage of US Productivity

Other editions - View all

Common terms and phrases

About the author (2006)

Arnold Kransdorff is the innovator of the business concepts known as 'corporate amnesia' and 'experienced-based management'. His book on the former, Corporate Amnesia, published by Butterworth Heinemann, was short listed for the MCA Management Book of the Year prize in 1999. A former financial analyst and industrial commentator for the Financial Times, he has won several national and international awards for his work in management, among them 'Industrial Feature Writer of the Year (1981)'. Arnold is a Visiting Fellow at the University of Nottingham Business School and a guest lecturer at many UK and overseas business schools. Arnold is also a member of the Association of Business Historians, The European Business History Association and the Business History Conference. He runs London-based group Pencorp, a knowledge management consultancy and leaders in the use of oral debriefing for management development, succession planning and post-implementation reviews. Websites: and

Bibliographic information