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Knowledge: the new driver of economic growth

Kippenberger, T - In: The Antidote 3 (1998) 1, pp. 10-11

demand for highly skilled workers. Concludes that managers, as a matter of some urgency, will have to incorporate knowledge …

Persistent link: https://www.econbiz.de/10015017965

So what's a knowledge management project?

Kippenberger, T - In: The Antidote 3 (1998) 1, pp. 34-37

Presents a pragmatic approach to knowledge management. Points out that managers have only recently realized that they …

Persistent link: https://www.econbiz.de/10015017970

Empowerment: tapping employees' ability

Kippenberger, T - In: The Antidote 2 (1997) 2, pp. 20-21

its implications for senior managers. Advocates that empowerment's key concepts are: giving the necessary authority … learning opportunities, rather than a reason to use command and control techniques. Discusses, also, self managed teams in the …

Persistent link: https://www.econbiz.de/10015018007

Anyone for Bennis? Game, set and match

Kippenberger, T - In: The Antidote 2 (1997) 3, pp. 6-7

Profiles Warren Bennis — synonymous with the study of contemporary leadership ‐who has been, amongst other things, adviser to four US Presidents — Kennedy, Johnson, Carter and Reagan. Describes leadership as having four competencies common to it, and these are: the management of attention;...

Persistent link: https://www.econbiz.de/10015018012

The first 100 days: the CEO's ‘honeymoon period’

Kippenberger, T - In: The Antidote 2 (1997) 3, pp. 16-18

: start with where you want to end up; understand the lie of the land; managing expectations; building a team; focusing on a …

Persistent link: https://www.econbiz.de/10015018015

Keiretsu — a very Japanese form of ‘alliance’

Kippenberger, T - In: The Antidote 2 (1997) 4, pp. 30-35

priorities and perspectives, which exist between Japanese and Western business managers. Chronicles that there is much here that … explains other factors which Western managers admire — like Japanese companies' abilities to operate over the long‐term without …

Persistent link: https://www.econbiz.de/10015018024

Transformation: the critical routes to success (or failure)

Kippenberger, T - In: The Antidote 3 (1998) 4, pp. 17-19

transformation programmes are always messy and always full of surprises ‐ but learning these lessons will eliminate many of the …

Persistent link: https://www.econbiz.de/10015018072

Best practice in pockets

Gould, B - In: The Antidote 3 (1998) 8, pp. 25-25

Because managers are seldom in a position to drive top‐down change, they must work within their own spheres of …

Persistent link: https://www.econbiz.de/10015018121

Hewlett‐Packard

Gould, B - In: The Antidote 3 (1998) 8, pp. 39-39

's beginnings and how they have coped with business life from its policy to give line managers fair chances to do their best in all …

Persistent link: https://www.econbiz.de/10015018127

The missing element in change programmes: common sense: uncommon in practice

Kippenberger, T - In: The Antidote 3 (1998) 4, pp. 26-28

Gives three key messages to give to front‐line employees and these are: communicate only facts; communicate face to face; and target front‐line supervisors. Includes, for effect and information a Figure of ‘Maslow's Hierarchy of Needs’. Recommends the need for commonsense and not to ignore...

Persistent link: https://www.econbiz.de/10015018133