Over the last decade, there has been a substantial rise in the number of knowledge-intensive firms - constituted primarily of professionals. The core assets of these businesses are the people themselves. Handle them badly, and they may defect or stall. Successful managers of knowledge-intensive firms must create meaning among and inspire their employees, to ensure high performance. To achieve this, leaders must understand how to target each employee´s ambitions and challenges to facilitate their personal and professional development.
This book examines what sets knowledge-intensive firms apart from other types of organizations, and the resultant organizational and strategic differences in business models, talent management, and client-handling approaches. The authors bring their own complementary perspectives on the subject: one, as the manager of a private consulting firm with a strong research background; another, as a business school professor whose practice-based skills are fundamental to his work; and a third, a world leading commentator on professional service firms acting as a consultant, business school researcher and a manager.
Ejler, Poulfelt and Czerniawska present a new model for transforming the management of knowledge-intensive firms, which is supported throughout with practical examples and cases.
Introduction 1. Value Creation in Knowledge-Intensive Firms 2. What Do Clients Buy? 3. The Inner Workings of Knowledge-Intensive Firms 4. Consistent Strategy and the Client 5. Employee Capital 6. Shaping Behaviour: Values and Cultural Modelling 7. Relations with Clients Rules Strategy Execution 8. Holistic Management: The Pyramid at Play 9. Epilogue
Introduction 1. Value Creation in Knowledge-Intensive Firms 2. What Do Clients Buy? 3. The Inner Workings of Knowledge-Intensive Firms 4. Consistent Strategy and the Client 5. Employee Capital 6. Shaping Behaviour: Values and Cultural Modelling 7. Relations with Clients Rules Strategy Execution 8. Holistic Management: The Pyramid at Play 9. Epilogue
Over the last decade, there has been a substantial rise in the number of knowledge-intensive firms. The core assets of these businesses are the people themselves and so, successful managers of knowledge-intensive firms must inspire their employees and target their individual ambitions, to ensure high performance.
This book examines what sets knowledge-intensive firms apart from other types of organizations, and the resultant organizational and strategic differences in business models, talent management, and client-handling approaches. A new model for transforming the management of knowledge-intensive firms is presented, which is supported throughout with practical examples and cases.
'Provides a useful summary in the area of knowledge-intensive firms. It applies the theory to practice for researchers'
Sajjad M. Jasimuddin, Aberystwyth University, UK
'Knowledge-intensive businesses represent perhaps the most attractive segment for many companies from the developed world to focus on. This book makes a significant contribution to how to make knowledge-intensive firms successful. Above all, the focus on innovations and entrepreneurship in such firms is key. This book represents a must read to all leaders who are taking their final steps from product-focus to knowledge-intensity.'
Peter Lorange, President, Lorange Institute of Business Zurich
'This book is an important book for those involved in the leadership of knowledge-intensive firms. It provides new insights about such leaders, while building constructively on earlier books about such firms.'
Jay W. Lorsch, Harvard Business School, USA
'In a strong and systematic way the authors present a refreshing approach to the challenges and conditions for managing knowledge-intensive organizations based on highly skilled professionals. They have clear suggestions for a new paradigm for managing these organizations whether private, public or third sector.'
Claes Nilas, Permanent Secretary, Danish Ministry of Refugee, Integration and Immigration Affairs
'Managing knowledge-intensive firms fills an important gap since it concentrates on an important theme that is still relatively neglected – how to run a firm successfully. Everyone with leadership responsibility in our sector will find useful lessons here.'
Alan Leaman, Chief Executive, Management Consultancies Association
Klappentext
This title examines what sets knowledge-intensive firms apart from other types of organizations and the resultant organizational and strategic differences in business models, talent management and client-handling approaches.
