Tag Archives: Long Conversation
Posted on 26. oct, 2010 by Peter Kawalek.
(Versión en español más abajo) Gareth Morgan’s classic book ‘Images of Organization‘ teases out the assumptions implicit in how we think about our businesses. If we think the organization is a machine, then maybe we want an IT system that can be unwrapped, implemented and used to automate some part of the functions of that [...]
Posted on 24. feb, 2010 by Peter Kawalek.
(versión en español más abajo) Analysts like to describe the adoption of a new technology as constituting a bell curve. Most famously, Everett Rogers’ work on the diffusion of innovations, shows how different people tend to respond in different ways when confronted by the challenge and opportunity of new technology.Geoffrey Moore’s later work sets out [...]
Posted on 09. feb, 2010 by Gaston Gonzalez.
(Versión en español más abajo) The Long Conversation approach argues that the development of organizational capabilities (e.g. technology mastery, workplace practice, talent management … etc) can be better understood through an emergent and diligent learning process. One question immediately comes to mind: “Yes, but what capabilities should our corporation be developing? Are all capabilities equally [...]
Posted on 01. feb, 2010 by Oswaldo Lorenzo.
(Versión en español más abajo) I was recently reading the book called Bangalore Tiger. This book, written by Steve Hamm, describes the story of Wipro’s transformation and its impact on the tech services industry and the rules of global competition. One of the main things you learn from it is how Wipro improved quality and [...]
Posted on 25. ene, 2010 by Oswaldo Lorenzo.
(Versión en español más abajo) In an interview recently published by Management Issues, one of us argued the following: “Many organizations work on the basis of short-term objectives and short-term actions to tackle the challenges they face. This could be good in some contexts but, in the long-term, we think we need to create internal [...]