Tham khảo tài liệu 'knowledge cities approaches experiences and perspectives by edna pasher_4', kinh doanh - tiếp thị, quản trị kinh doanh phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | 90 The Conductive Organization Over time we became much better at having productive conversations that helped us create a deeper understanding of our clients and our marketplaces and improved our capability of strategy making. In both Armstrong and Clarica our strategy-making approaches evolved over time and our capabilities increased with each new development. As well individual strategy-making capabilities became widely spread as we engaged more people in continuous strategy-making activities. Strategy is no longer the property of a select few. Through the strategy-making process the strategic intent at the highest level cascades to individual plans that create a more cohesive organization resulting in a higher level of conductivity. A Closer Look at the Knowledge Strategy We move from the strategy-making process strategy as verb to talking in further detail about a key strategy in a highly conductive organization the knowledge strategy. The knowledge strategy puts in place the mechanisms that provide for accessing and exchanging knowledge. It also enables the development of generative capabilities . learning collaborating and strategy making . By providing for greater connectivity across the organization a well-formulated and -implemented knowledge strategy builds coherence and increases speed and the overall agility of the organization. The knowledge strategy which is an inherent part of the overall business strategy becomes the basis for constant renewal and alignment with the reality of the marketplace. Purpose The goal of a knowledge strategy is to accelerate the development of individual and organizational capability to increase the level of conductivity. The unimpeded flow of knowledge ensures that the core elements of organizational capability . strategy culture structure systems are dynamically adjusted to meet the challenges The Strategy-Making Perspective 91 of the marketplace. And leadership can easily be rapidly exercised to constantly .
