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共同的威胁贯穿了许多公司近期的挫折和丑闻。在从BP的Deepwater Horizon溢油事故崩溃到伦敦金融城的Libor汇率固定丑闻等危机中，麻烦都隐隐在首席执行官的雷达之下。到发现问题时，可以说大部分损坏已经完成。尽管有迹象表明大公司的管理变得越来越复杂，但高管仍然有责任跟上组织的发展趋势。但是，如何监视竞争对手和员工的工作呢？您如何发现下一个大创意并做出最佳判断？您如何区分可用信息和分散干扰的信息？以及您如何始终将重点放在关键问题上？许多管理专家认为，更好的信息系统和更多数据可以解决问题。一些人推动了更快，更强大的信息技术。其他人则相信更好的仪表板，大数据和社交网络。但是，更好的技术或更多的工具真的是最有前途的前进方向吗？我们认为不是。在本文中，我们坚持认为，高级管理人员保持适当和有效的知识以执行其工作的能力是基于个人和组织能力，他们通过组装和维护所谓的“个人”来不断“保持了解”虽然信息技术可能是此个人知识基础结构的一部分，但它们实际上只是其中的组成部分之一。阅读全文
A COMMON THREAD runs through many recent corporate setbacks and scandals. In crises ranging from BP’s Deepwater Horizon oil spill debacle to the Libor rate-fixing scandal in the City of London, the troubles simmered below the CEO’s radar. By the time the problems were revealed, most of the damage had arguably already been done. Despite indications that large companies are becoming increasingly complicated to manage, executives are still responsible for staying abreast of what’s going in their organization. But how do you keep tabs on what your competitors and employees are doing? How do you spot the next big idea and make the best judgments? How do you distinguish usable information from distracting noise? And how do you maintain focus on what’s critical?Many management experts have assumed that better information systems and more data would solve the problem. Some have pushed for faster and more powerful information technologies. Others have put their faith in better dashboards, big data and social networking. But is better tech- nology or more tools really the most promising way forward? We think not. In this article, we maintain that the capacity of senior executives to remain appropriately and effectively knowledgeable in order to perform their jobs is based on a personal and organizational capability to continually “stay in the know” by assembling and maintaining what we call a “personal knowledge infrastructure.” And while information technologies may be part of this personal knowledge infrastructure, they are really just one of the components.Read Full Article
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