Location Matters: The Geography of Knowledge
In today’s highly networked and “globalized” world, it would seem location no longer matters much, if at all. But Gary Pisano argues it actually matters more, especially when it comes to knowledge sharing. In fact, the “where” in business – where R&D labs and manufacturing operations are located, for instance – is one of the most critical (and expensive) decisions companies make with regard to their strategy; yet, many consistently make the wrong choice. Knowledge, Pisano says, has a powerful local character and companies need close access to that knowledge to grow. But geography isn’t sufficient on its own. Pisano discusses how organizations and leaders must hone their capacity to exploit and leverage knowledge through management practices, policies and culture, encouraging the open flow of information and communication that underpin companies’ ability to thrive “at home” and around the world.
Dear Government and Corporate America: Step up to Restore Our Country’s Competitiveness
As the U.S. continues to recover from the hangover of the economic crisis, it has discovered an unpleasant fact: the competitiveness problem of the 1980s and early 1990s didn’t go away; it was just hidden during the bubble years behind a mirage of prosperity, and all the while, the country’s industrial base continued to erode. Rebuilding its wealth-generating machine – that is, restoring the ability of enterprises to develop and manufacture high-technology products in America – is the only way the country can hope to pay down its enormous deficits and maintain, let alone raise, its citizens’ standard of living, according to Gary Pisano. He delves deep into two drastic changes that need to happen in order to reverse the damage and further decline in competitiveness: 1) government must alter the way it supports both basic and applied scientific research to promote the kind of broad collaboration of business, academia and government needed to tackle society’s big problems; and 2) corporate management must overhaul its practices and governance structures so they no longer exaggerate the payoffs and discount the dangers of outsourcing production and cutting investments in R&D.
Growth Spurt: Why Companies Stop Growing and What to Do About It
Growth companies are engines of product innovation, market expansion and value creation. But even the seemingly unstoppable companies hit walls – growth slows, stock prices decline, shareholders get nervous and “experts” start speculating about what’s wrong. Periodic slowdowns may be inevitable, explains Gary Pisano, but skilled leaders can minimize them and give their organizations better chances at long-term growth by driving innovation through collaboration and alternative models of innovation. He discusses reasons why growth often slows or stops, and explores the critical elements of effective innovation – and leadership – that help keep the engines of progress (and profit) purring.
Ensure Seamless, Sustainable Success – from Strategy to Execution
A brilliant strategy, blockbuster product or breakthrough technology can put you on the competitive map, but only solid execution can keep you there. You have to be able to deliver on your intent. Unfortunately, the majority of companies struggle to do so, by their own admission. Why? According to Gary Pisano, it’s because they often separate strategy from execution when they are actually two sides of the same coin. Failure to implement is a failure of strategy, he argues. Pisano introduces the concept of “operating strategy” as a way to bridge broad strategic goals and the detailed operating processes required for execution, and delves deep into answering four core questions: 1) what is strategy? 2) what is an operating strategy and what purpose does it serve? 3) how do you design an effective operating strategy? and 4) how can you avoid common pitfalls in the design and execution of operating strategies?