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最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Beyond Strategic Thinking: Strategy as Experienced
內容大綱
Leaders often focus on gaining employees' intellectual acceptance of a new strategy and view this as an early milestone in successful implementation. The problem is, this approach isn't working very well: study after study demonstrates that the 'knowing-doing gap' is alive and well, and that many carefully-constructed strategies continue to be ignored or dismissed by the employees whose behavior must change in order to make them work. The author argues that feeling strategy must accompany knowing it. She explains what it means to 'feel' strategy -- to experience it in an emotional as well as a cognitive way, and describes the four key components of fostering strategy as experienced in your organization.