The Conductive Organization
Building Beyond Sustainability
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Conductive Organization by Hubert Saint-Onge
Book DescriptionAn organization's culture lies at the heart of its ability to perform. In the knowledge economy, new rules are emerging and organizations must rethink how they will compete by leveraging their tacit knowledge - their intangible assets - in order to create and sustain a strategic advantage. In this book, Hubert Saint-Onge and Charles Armstrong, two corporate leaders who have been in the forefront of using knowledge management to gain strategic advantage, focus on knowledge-based customer relationships, innovative internal structures, and self-initiated learning cultures, in order to explain the building blocks that must be in place to create and sustain a knowledge-based culture within organizations-a culture that they argue is integral to a high-performance organization. An organization's culture lies at the heart of its ability to perform. In the knowledge economy, new rules are emerging and organizations must rethink how they will compete by leveraging their tacit knowledge - their intangible assets - in order to create and sustain a strategic advantage. In this book, Hubert Saint-Onge and Charles Armstrong, two corporate leaders who have been in the forefront of using knowledge management to gain strategic advantage, focus on knowledge-based customer relationships, innovative internal structures, and self-initiated learning cultures, in order to explain the building blocks that must be in place to create and sustain a knowledge-based culture within organizations-a culture that they argue is integral to a high-performance organization. This book provides a blueprint for creating and leading organizations with strong knowledge-based cultures to achieve breakthrough performance. Using the idea of conductivity, the authors describe the successful organization of the future as one that increases the quality and flow of knowledge within the organization and within its network of suppliers, customers, and other collaborators. The narrative is based on the thoughts, experience, and models of Hubert Saint-Onge and Charles Armstrong, who have successfully led high-performance companies in the financial services sector and the engineering and manufacturing sector. Each chapter includes practical examples from their experience and from other successful leaders.
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Book DetailsISBN: 9780750677356
(229mm x 152mm x 15mm)
Imprint: Butterworth-Heinemann Ltd
Publisher: Taylor & Francis Ltd
Publish Date: 27-Apr-2004
Country of Publication: United Kingdom
Books By Author Hubert Saint-Onge
Beyond the Deal, Hardback (November 2008)
Helps you create value, avoid mismanaged deals, and build competitive advantage with mergers. This book outlines a four-level strategy framework - business, customer, organization, and knowledge - for building value and competitive advantage. It contains global case studies from Europe and Asia to illustrate successful working models.
Breakthrough Performance for Mergers and Acquisitions in the Knowledge Era, Paperback / softback (June 2007)
Leveraging Communities of Practice for Strategic Advantage, Paperback (October 2002)» View all books by Hubert Saint-Onge
How can you build a successful community of practice that is integrally linked to your company's strategic vision? This title combines theory and practice to outline a model for developing successful communities of practice and proposes a direction for establishing communities of practice as an integral part of the organizational structure.
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Author Biography - Hubert Saint-Onge
Hubert Saint-Onge is the Chief Executive Officer of Konverge Digital Solutions Corp., a Toronto-based firm of practitioners that implements fully integrated knowledge strategies based on optimized business processes and custom technology solutions. Mr. Saint-Onge is also the former Senior VP, Strategic Capabilities at Clarica Life Insurance Company, Waterloo, Ontario. Charles Armstrong, President and CEO, S.A. ArmstrongCharles Armstrong received a B.Sc. (Engineering) from the University of Guelph, Ontario and a Masters of Business Administration in International Business from the University of London, Ontario. After three years of gaining International Banking and Treasury experience at The Bank of Nova Scotia in their Western Hemisphere International Regional office, Mr. Armstrong joined the World Corporation Group at Citibank. The World Corporation Group was responsible for global matrix relationship management of Citibank's multinational customers. In 1979, Mr. Armstrong joined S.A. Armstrong Limited, a third generation family business engaged in the manufacturing and distribution of engineered fluid handling products such as pumps, valves and heat transfer equipment. S.A. Armstrong Limited manufactures products in four plants in Canada, the United States and the United Kingdom. They sell their products in North America, Europe, the Mid East, the Far East and South America through direct sales and distribution networks. Armstrong is known world wide for many pioneering and innovative products primarily focused at the building and general industrial markets. Canary Wharf in London is one of the many prestigious buildings around the world that uses Armstrong's capabilities and products. In 1990, Mr. Armstrong became President of the 60 year-old family business and since that time has managed the transformation of the company into a broad based entrepreneurial organization committed to becoming a market leader through innovation and relationship building. To set the foundation for this vision, Mr. Armstrong began a series of initiatives designed to develop the leadership qualities of all managers. He conceived and introduced the Armstrong Enterprise Capital Model to help facilitate a greater awareness of the importance of intangible assets. The model is used to illustrate how the interaction between the assets is
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