|
|
Chief procurement officer in its heyday in the early 1990s, knows this statement might elicit an eye-roll. He told me that after arriving at Nokia, he proposed a new framework to executives at another multinational company, describing the proposal as a win-win. The gentleman replied: Do you know what a win-win means to me? This means Nokia wins for the first time and Nokia wins for the second time. Barrier sympathizes with this caution, noting that the average businessman's commitment to a win-win situation does not give up the right to abandon that belief in the face of adversity. Barrier told me that the way most executives work together has much in common with the attitudes of ancient emperors.
Using tactical moves to show they were more powerful but also magnanimous; but when faced with real over relationships will be restored. The digital world demands that Baril change his evocative account of the current state of affairs. Effective solutions require the integration of many expertise When work is spread out over time and geography, no one executive Job Function Email List has a complete picture of what's happening, and he or she may never understand it, at least not in a timely manner. The root of this challenge lies in the structure of organizational networks: as the number of network nodes increases linearly, the number of possible interactions.
Between them explodes. Furthermore, possible interactions between network partners can take three forms: flows of information, flows of goods or services, or flows of funds. While a link between any two network nodes may not involve all three types of interactions, many things may be happening simultaneously beyond the visibility or control of any single executive. I illustrate this point in an executive education course by telling the story of a manager at a multinational.
|
|
發表於 18:31:09