By Ruud Weijermars
Building company IQ - relocating the strength enterprise from shrewdpermanent to Genius offers a transparent define of organizational intelligence and offers a framework for practitioners of excellent leadership.
The synthesis begins with an summary of the basic abilities and knowledge mastered by way of leaders and group participants in corporations. Building company IQ - relocating the strength enterprise from clever to Genius additionally encompasses a company IQ try out that's designed to assist leaders achieve perception into how their association can remain on the aggressive frontier.
Illustrated with case experiences from the power region, Building company IQ - relocating the strength enterprise from shrewdpermanent to Genius explains the guiding ideas of organizational studying, with the objective of constructing greater organizational intelligence. it's meant as an crucial advisor for managers in any respect degrees to assist them meet and realize new demanding situations within the company innovation process.
“For the 3rd millennium, with the rise in depersonalized digital communique, company leaders, particularly within the strength undefined, needs to speedy strengthen organizational intelligence of their organisations to outlive. This booklet units out the modus operandi.”
Crispian McCredie, former coping with Director and writer, The Petroleum Economist
“MBA graduates and professional execs will locate this government advisor a robust reference in the course of their careers.”
Ken Graham, former Head worldwide management improvement, Shell
Read Online or Download Building Corporate IQ – Moving the Energy Business from Smart to Genius: Executive Guide to Preventing Costly Crises PDF
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Extra info for Building Corporate IQ – Moving the Energy Business from Smart to Genius: Executive Guide to Preventing Costly Crises
15 and Appendix A) 1. Our organization is aware of the importance of Knowledge Management and Organizational Learning for business development. 2. Our organization has a central coordination point for our Organizational Learning and Knowledge Management strategy. 3. Knowledge exchange between project teams, programs, departments and business units is ineffective in our organization. 4. Our organization takes sufficient effort to acquire knowledge from and exchange knowledge with external parties, such as industry, academia, government and NGOs.
This supports your organization in adjusting faster to changing market requirements. The integration of all information flows (across people, processes and technology, Fig. 4) is required to steer an adaptive behavior that is prerequisite to stimulate innovation and better manage the associated risks. Not innovating at all is the biggest risk factor, as this surely will lead to the eclipsing of your business activities while others gain a competitive advantage through customer-oriented innovation.
Knowledge Management at the IEA has proven effective with the accumulation of over 30 years energy data—a unique knowledge repository of energy statistics. Providing Member Countries with aggregated knowledge reports has demonstrated the IEA’s value-adding capacity. ’ IEA excels in knowledge aggregation and its successful integration—and at high speeds—so that everybody sees merit in sharing knowledge with them. IEA Member Countries contribute data and share the cost of the data integration, because IEA keeps asking the questions relevant to all stakeholders in the Energy business.
Building Corporate IQ – Moving the Energy Business from Smart to Genius: Executive Guide to Preventing Costly Crises by Ruud Weijermars