The Antidote: Volume 2 Issue 2
Table of contents
The trouble with knowledge — it's a sticky subject
T KippenbergerPostulates that executives say ‘people are businesses great asset’ but is this statement, perhaps, the most frequently used and most hypocritical statement made by the executives…
The road to the ‘knowledge society’
T KippenbergerAdvocates that today's managers have to turn inventions and new ideas into profitable product streams, e.g. they have to innovate. Delves into the beginnings of knowledge …
A national climate of innovation: possibility or pipe dream?
T KippenbergerWonders why the UK has such poor innovative performance, after being the leading GDP country in the 19th century and now standing at 17th place. Looks at an innovation unit, set…
Opportunities to innovate: the seven sources
T KippenbergerDiscusses the seven basic sources of opportunities to innovate — only one of which is with regard to inventing something new — as discussed in Peter Drucker's ‘Innovation and…
Business creativity: an art with discipline
T KippenbergerDiscusses creativity and how it is hard work even for the best creatives. Aligns it with the jazz term ‘jam’ in that it means taking theme, question, notion, whim, idea and pass…
A new theory of knowledge creation
T KippenbergerDelves into why the success of Japanese companies is believed to stem from their ability to create new knowledge using a team unit working together successfully. Reviews the…
A model for generating intellectual capital
T KippenbergerDetails that stock‐market valuations of many companies reflect values of intangible intellectual assets — but in thee firms managers can rarely even define what intellectual…
Mintzberg's musings on management's misrule
T KippenbergerDescribes Mintzberg's ten points on management, which he delivered in the World Economic Forum in 1995, in just tem minutes! Details organizations as circles with outer people…
Empowerment: tapping employees' ability
T KippenbergerLooks at the findings and recommendations of an Industrial Society ‘Managing Best Practice’ journal on empowerment and its implications for senior managers. Advocates that…
The skills gap and a training conundrum
T KippenbergerHomes in on the skills gap in the UK, showing that in 1996 one‐fifth of 4,000 employees interviewed believed there was a skills gap. Highlights the 791 employees who believed this…
The all too human side of downsizing
T KippenbergerInvestigates downsizing and its effects on the people involved. Looks at the psychological effects of downsizing on three groups of people: the victims — those who suddenly lose…
Transition and transformation: employee satisfaction in the 1990s
T KippenbergerStates there is a link between the level of employee satisfaction and business performance in many of the world's leading companies — therefore engaging employee's commitment is…
How Crown Agents find the opportunities to innovate
T KippenbergerConcentrates on the UK's Crown Agents, founded in the 1830s, to procure goods on behalf of the British Crown Colonies — currently it serves or operates in 150 countries worldwide…
A tradition of innovation at 3M
T KippenbergerConcentrates on 3M, a US company founded in 1902 in which, from the beginning, innovation was necessary. Chronicles that 3M (from the Minnesota Mining and Manufacturing Company…
Searching for the ‘Holy Grail’ at ICL
T KippenbergerAnalyses ICL (formerly International Computers, Ltd), founded in 1968, which was taken over (90.1%) by Fujitsu, that operates in over 80 countries and employs 21,000 people …