Select your office

From Process Management to Complexity Management

Last April, representatives of an elite group of pioneering companies gathered for two days in upstate New York to talk about the state of the art in process management and try to "push the envelope." These companies – Corning, DuPont, the Gartner Group, Hewlett–Packard, Marion Merrell Dow, MCI,...

Creating Business Results Through Team Learning

As of 1993, Sigma Tech (a fictional name) was one of the most successful small corporations in the United States. The company's business was both humanitarian and highly profitable, and its workforce was committed to the company's vision and values. Many Sigma Tech employees also had a significant...

Viewpoint The CEO Balancing Act: Prospering in the New

Today, we live and work in a global economy in which companies routinely cross national boundaries to compete for markets and customers; a highly flexible economy in which companies take themselves apart and put themselves back together in new configurations; a virtual economy in which companies...

Shifting Paradigms, New Challenges: Technology and

In 1995 Arthur D. Little sponsored two Best–of–the–Best colloquia on technology and innovation management, one in North America and one in Europe. The companies nominated and selected by their peers as "Best of the Best" in the field represent a wide range of industries and face very different...

Viewpoint Leadership and the Learning Organisation

When the editor of Prism asked me to contribute to this issue, the first thing that crossed my mind was: "Gosh! The world sure doesn't need another article on leadership." As a student of the subject for the past 20 years and a creator of a renowned seminar on leadership for senior executives, my...

Learning from the Best of the Best

Last year, the main issue on the minds of our Best–of–the–Best Colloquia participants was organizational change; this year, it was learning. At all eight Arthur D. Little colloquia held in 1995, virtually every participant expressed the desire or the need, on behalf of his or her organization, to...

Creating a Learning Organisation

Managers of leading organisations know that the ability to change in response to changing conditions is a matter of not only competitive edge but survival. Yet most recent change efforts designed to keep organisations competitive – downsizing, restructuring, reengineering, even employee empowerment...

Managing Innovation: From Serendipity to Process

There are many ways to increase company value. In their recent book Competing for the Future, Hamel and Prahallad equate the challenge to that of jacking up the value of a fraction. The numerator of the fraction represents the company's revenues and profits. The denominator reflects its investment...

Simplification and Complexity: The Best of the Best in

For many companies, price is now a given – i.e., for the level of service, product features, and quality they provide, price is not a characteristic on which they can differentiate themselves from their competitors. Rather, it is the base point from which they start to build the value equation.

Technology Foundations of the Learning Organisation

The degree to which modern technology can enable the learning organisation is bounded only by human imagination and creativity. Every day, new and exciting technologies are emerging or are becoming practical and affordable that can have a profound impact on how people capture knowledge, achieve...