A Message to Chief Executive Officers
As the Chief Executive Officer, no doubt you are being
deluged with ideas from your leadership team as to guarantee your company's prosperity.
Unless you have an extraordinary group of managers, they are promoting solutions from
their particular field of expertise:
- Your Finance manager says to downsize, manage productivity,
cut costs, and maximize ROI.
- Your Human Resource manager suggests that people are the
most valuable asset and should be treated as an investment, not an expense.
- Your Education/Training professionals espouse that the
company must be converted to a learning laboratory.
- Your Chief Information Officer says that investing in the
technology infrastructure is fundamental to your competitive future.
- Your Intelligence manager tells you that your competition
includes companies you haven't considered in your competitive analysis.
- Your Alliance manager tells you that only through
collaborative ventures can you effectively grow the business.
- Your chief Quality officer says that you have an opportunity
to win the Baldridge Award if you and the full leadership make the commitment to quality
- Your R&D officer says that without research investments
commensurate with the industry norms, your company will not have the products and services
to compete in the future.
- Your Chief Engineer says that you must undergo
cross-functional, simultaneous development processes.
- Your Manufacturing officer explains that the company must
become more 'agile' (i.e., flexible in its processes along the entire value-chain).
- Your Marketing manager says that the strategic plan is not
the goal; the planning process is the route to effective business strategy formulation.
- Your Public Relations/Communications expert says that you
must align your progressive messages in a systematic campaign across multiple media.
- Your Sales executives say that your products and services
are not reaching the marketplace in a timely matter nor at competitive prices.
- Your Service managers describe the difficulty of being at
the end of the food chain when - in fact - they are closest to the needs of the customers
and should be utilized accordingly.
Meanwhile, your competition seems to be able to bring ideas
to market as a faster speed and with greater quality than do you. Your Suppliers are
trying to provide advice because their success is dependent upon your own. Your customers
want to remain loyal, but are having difficulty lobbying on your behalf inside their own
They may all be right because these notions represent the
current thinking in their respective professions as well as the realities of the
hypercompetitive marketplace. But, what do you do? Where is the commonality in their
observations? What is the fundamental core which brings each one to the boardroom with
their 'complementary competencies'? How might you harness their expertise in ways which
ensure the profitable success of your own firm? The answer:
With the ten Knowledge
Innovation® modules, enterprises are able to
bring together the diverse perspectives and leverage the diverse expertise of your
We look forward to helping you achieve leadership through
innovation and exploitation of knowledge.
Debra M. Amidon
Founder and Chief Strategist, ENTOVATION® International
© ENTOVATION® International
1996. All rights reserved.
How one company has done this - see "Analog Devices
invests in Intellectual Assets", in Knowledge Inc. June 1996. For details on
Knowledge Inc. contact Britton Manasco at firstname.lastname@example.org
For further information on how ENTOVATION®
International can help your organization, please contact:
Debra M. Amidon
Tel: +1 508 988 7995
In Europe contact:
Tel: +44 1635 551434