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INNOVATOR OR INSPIRER
Building a Company the Steve Jobs' Way : A Positive Deviance Approach to Strategy
-- Dr. Lynn Perry Wooten
This article proposes that the success of Apple is embedded in Steve Jobs'
strength-based approach to the company's strategy. This approach concentrates on creating positive
deviant performance —the achievement of extraordinary success beyond the expecta-tions of
both stakeholders and outside observers. The pillars of Steve Jobs' strategy are built upon a core
of capabilities, the seizing of opportuni-ties, and an organizational culture that enables
the attainment of Apple's goals. Furthermore, through the execution of strategy, Steve Jobs
has created a learning organization that is result-oriented.
© 2010 Dr. Lynn Perry Wooten. All Rights Reserved.
INNOVATOR OR INSPIRER
Why Apple, Not Sony? : The Smart Moves
-- Dr. Jay Rajasekera
By killing Sony's music download service `Sony Connect', Jobs not only proved his
technical expertise in digital music but also the mastery of designing one of the most
successful business models for the Internet age. Whether Jobs delivered a decisive blow to Sony
by knocking it completely off from the much awaited `digital convergence' remains to be seen.
© 2010 Jay Rajasekera. All Rights Reserved.
INNOVATOR OR INSPIRER
Embracing Innovation and Change : The Critical Moments
-- Mason A Carpenter
Innovation challenges managers and employees to think about solving internal and
customer problems in new and exciting ways. Tough times require that firms do both things
better and do different things - this is essentially the definition of innovation.
© 2010 Mason A Carpenter. All Rights Reserved.
INNOVATOR OR INSPIRER
Leveraging the Corporate Ecosystem and The New Innovative Role for HRM
-- Dr. Mario Raich, Dr. Simon L Dolan, and Dr. Riane Eisler
This article discusses the possibilities and opportunities that exist for further exploring
the corporate eco-system. It is based on a new work that is currently in progress. It elaborates on
the need to innovate in management and more specifically in people management. It is a call for
HR managers to be proactive in assuming new roles connected to the leveraging of the
corporate ecosystem. It is argued that by doing so, they will add value to corporate sustain-ability as well as
to their own HR sustainability.
© 2010 Dr. Mario Raich, Dr. Simon L Dolan, Dr. Riane Eisler. All Rights Reserved.
INNOVATOR OR INSPIRER
The Need for Managers to Have Greater Cultural Intelligence : Building a New Competency
-- Professor Chris Rowley
Cultural Intelligence focuses specifically on individual differences in the ability to discern
and effectively respond to dissimilar cultures. This skill is vital for global managers,
organizations and businesses so as to acculturate to multiethnic institutional environments.
© 2009, Professor Rowley, all rights reserved.
INNOVATOR OR INSPIRER
Competing with Customer Value Added : For Better Service
-- Donald E Sexton
Strategies that are successful against competitors should focus on creating CVA® that
is greater than those produced by competitors. To do so, one must first regularly measure
and monitor CVA® by examining its components, perceived value and variable costs per
unit. Next, one must develop strategies and tactics to increase CVA® effectively and efficiently.
In the long run, the organization that succeeds in achieving and maintaining the highest
CVA® wins.
© Copyright 2009, Donald E Sexton. all rights
reserved.
INNOVATOR OR INSPIRER
Stewardship as Leadership : An Empirical Investigation
-- Kurt April, Kai Peters, Christian N Allison Jr.
This article examines the factors that stymie contemporary leaders in their quest
to practicalize the concepts of stewardship as an alternative form of leadership. Stewardship
is herein argued to be a more viable form of leadership than current leadership concepts,
and nine dimensions have been identified as personifications of the stewardship concept. The results show that stewardship, as a leadership alternative, has not yet begun to
supplant traditional forms of leadership.
INNOVATOR OR INSPIRER
One Good Turn Deserves Another : The Case of Dr Beat Richner
-- Dr. Kimio Kase and Christian Duarte Varela
Dr. Richner has established a solid structure and empowered the very foundation of
this work, namely, the hospitals, their distinctive policies and the way they work sans
bureaucracy. Thus the basic line of action is subscribed, so that this great team of experts would
not necessarily have to face trouble in continuing with this work.
INNOVATOR OR INSPIRER
Reuters Market Light : Business Model Innovation for Growth
-- Dr. Chander Velu and Samir Prakash
Reuters Market Light also needs to evaluate the extent to which it should allow
customers shape its service offering? RML would need to create experiments to learn about the
design principles in order to build the optimal business model for its business. The answers to
these questions might have lessons on how to innovate the business model for both RML as well
as the Thomson Reuters Groups as a whole.
© 2010 Dr. Chander Velu, Samir Prakash. All Rights Reserved.
PERSPECTIVE
The Moral of the Moment : Steve Jobs and The K.I.S.S. Theory
-- Rob Jolles
© 2010 Rob Jolles. All Rights Reserved.
PERSPECTIVE
Why 2009 was the Most Extraordinary Year of My Life : Lessons for 2010
-- Dan Coughlin
© 2010 Dan Coughlin. All Rights Reserved.
LEADERSHIP
Leadership Duos : Multiplies Effectiveness
-- GRK Murty
What is required of the organizations of tomorrow is "dynamic duos" as leaders to
steer them through the complexities of globalized markets.
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