Corporate DNA: Using Organizational Memory to Improve Poor Decision-makingGower Publishing, Ltd., 2006 - 214 pages 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
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Page v
... experiential learning approaches 17 The peanuts and flight syndrome 18 Fair trade Contemporary non - learning The Big Black Hole The quality of management skills Where organizations fall down The inheritors Paying lip service to genuine ...
... experiential learning approaches 17 The peanuts and flight syndrome 18 Fair trade Contemporary non - learning The Big Black Hole The quality of management skills Where organizations fall down The inheritors Paying lip service to genuine ...
Page vi
... experiential learning The reason for decision - making's neglect Instinct is not enough 3 The Gaping Holes in Business Education Failures in start - ups and acquisitions The lip service treatment of corporate and business history Two ...
... experiential learning The reason for decision - making's neglect Instinct is not enough 3 The Gaping Holes in Business Education Failures in start - ups and acquisitions The lip service treatment of corporate and business history Two ...
Page vii
... experiential learning 90 92 5 Where Failure is not Delayed Success Management by rote The cost of bad decision ... learning Incidental learning Planned learning Proactive learning Defensive learning Action learning Prospective learning ...
... experiential learning 90 92 5 Where Failure is not Delayed Success Management by rote The cost of bad decision ... learning Incidental learning Planned learning Proactive learning Defensive learning Action learning Prospective learning ...
Page viii
... Experiential learning explained 173 Kolb's unique contribution 174 The origins of modern experiential learning 174 Lewin's group dynamics 175 Upending Pavlov 175 Life experiences = learning = knowledge EBM's contribution Kolb's ...
... Experiential learning explained 173 Kolb's unique contribution 174 The origins of modern experiential learning 174 Lewin's group dynamics 175 Upending Pavlov 175 Life experiences = learning = knowledge EBM's contribution Kolb's ...
Page xiii
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Contents
The Boiler is Running out of Steam | 1 |
The peanuts and flight syndrome | 18 |
Paying lip service to genuine learning | 24 |
How More Equals Less | 31 |
3333 | 37 |
The Gaping Holes in Business Education | 53 |
Productivity The New Corporate Imperative | 75 |
Where Failure is not Delayed Success | 95 |
Talk Talk | 133 |
From Hagiography to a Powerful Management Tool | 149 |
Some corporate history disasters | 156 |
The acknowledged limitations of corporate history | 162 |
Why corporate and business history? | 168 |
The Future of the Past | 185 |
GDP Per Person Employed 19502003 | 201 |
Productivity as a Percentage of US Productivity | 207 |
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academic action learning annual apply approach archives Audit become better British business education business history business schools Capgemini capture cent Centre Chris Argyris company's competitive consultants corporate amnesia corporate history cost countries David Kolb decision decision-making discipline economic effective employees evidence example experiential learning figures flexible labour market Groningen Harvard Business hindsight historians important improve individuals industry and commerce Institute interviews knowledge management Leadership learners learning organization lessons London management education managerial methodology million non-learning OECD oral debriefing oral history organization's Organizational Learning organizational memory output performance Peter Senge practice problem productivity growth professional Professor programme record reflection relevant sector senior skills social specifically subject company success tacit knowledge teaching theory tool Total Economy Database turnover UK's University whilst wider workers Zealand