Radical Management and Strategy: Do We Care About What We Know?

Article

Radical Management and Strategy: Do We Care About What We Know?

Posted July 1, 2004 | Leadership | Cutter Benchmark Review

How seriously do we take the learning challenge in our companies? Do we worry about a skills gap? Do we reward learners? Do we optimize recruiting opportunities? Are we on top of this challenge? Or is the distance between what we know how to do and what we need to do increasing?

THE GROWING CHALLENGE

Data from a December 2003 Cutter Consortium survey on how we're changing suggests that we're making progress, but there's still much work to be done.

About The Author

Steve Andriole

Stephen J. Andriole is a Fellow with Cutter Consortium, a member of Arthur D. Little's AMP open consulting network, and the Thomas G. Labrecque Professor of Business Technology at Villanova University. His specialty areas include digital transformation, emerging technology trends, cloud computing, social media, technology due diligence, software IP valuation, business technology strategy, business technology management, technology governance,… Read More

Don’t have a login? Make one! It’s free and gives you access to all Cutter research.

	Sustainable Urban Dynamics: Synergies Between Built Environment, Mobility & Public Health
	Is MaaS Delivering on Its Promise? Pragmatic Insights & Perspectives
	Dynamic Pricing for Car-Sharing Systems Reduces CO2 Emissions
	Navigating the Long-Term Transition Toward Net Zero Cities
	Sustainable Urban Mobility — Opening Statement
	GenAI: A Double-Edged Sword for Cybersecurity & Data Protection

Radical Management and Strategy: Do We Care About What We Know?

THE GROWING CHALLENGE

Subscribe to free newsletters

Contact us