Book contents
- Frontmatter
- Contents
- List of figures
- List of tables
- Acknowledgements
- Preface
- 1 Introduction – what are strategic conversations?
- 2 The strategic conversations imperative
- 3 Strategic conversations in the wild
- 4 Engaging employees in management’s agenda
- 5 Strategizing and the leaders’ role
- 6 Putting strategic conversations into practice – innovation communities
- 7 Conversation trumps structure – new norms for dialog
- 8 Strategic conversations across geographies, generations, and the multitude
- 9 Engaging the world outside in the conversation
- 10 Creating a self-reinforcing innovation platform – collateral benefits
- 11 Measuring the future
- 12 Epilogue – on managing
- Further reading
- Notes
- Index
8 - Strategic conversations across geographies, generations, and the multitude
Published online by Cambridge University Press: 05 June 2014
- Frontmatter
- Contents
- List of figures
- List of tables
- Acknowledgements
- Preface
- 1 Introduction – what are strategic conversations?
- 2 The strategic conversations imperative
- 3 Strategic conversations in the wild
- 4 Engaging employees in management’s agenda
- 5 Strategizing and the leaders’ role
- 6 Putting strategic conversations into practice – innovation communities
- 7 Conversation trumps structure – new norms for dialog
- 8 Strategic conversations across geographies, generations, and the multitude
- 9 Engaging the world outside in the conversation
- 10 Creating a self-reinforcing innovation platform – collateral benefits
- 11 Measuring the future
- 12 Epilogue – on managing
- Further reading
- Notes
- Index
Summary
It is difficult or even impossible to name an individual that acts as “the entrepreneur” in a concern.
Joseph SchumpeterPerhaps you work for a huge company with hundreds of thousands of employees spread all over the world, and with significant cultural and generational differences. Then you may be saying, strategic conversations are all well and good for smaller organizations, but how can they help me? The answer is, actually, quite nicely.
It’s not by chance that Apple, one of the largest companies in the world by market capitalization, is superb at managing its language space. Management’s agenda embodies the thinking of Steve Jobs – still vastly influential after his passing – and it informs every conversation. What would Steve say about this design idea, about this packaging, this part of the Web site? With Steve’s sensibilities in everyone’s mind, the designs that don’t fit Apple’s aesthetic are self-censored before ever seeing the light of day. Borderline cases are discussed and the conversation goes on. Thousands of employees across the world self-manage as they implement Apple’s business model, speeding up work and reducing management costs.
- Type
- Chapter
- Information
- Strategic ConversationsCreating and Directing the Entrepreneurial Workforce, pp. 148 - 163Publisher: Cambridge University PressPrint publication year: 2014