Topic 9: Organisational Choices Processes and People (2) In this seminar we provide litigate on to explore the notion of strategy-structure fit in the setting of experience management. Developing the capability to create, leverage and apply knowledge widely distributed has become a critical task in approximately multinationals, but it is not a simple task. We will localise on one of the most important challenges face managers in modern MNCs how to develop and diffuse knowledge in a way that supports impelling worldwide innovation and learning. McKinsey & Co expression explores the challenges of developing knowledge as a strategical plus and supporting this development with appropriate organisational sufficees. Readings Santos, J., Doz, Y., & Williamson, P. 2004. Is your innovation process ball-shaped? Sloan MIT Management Review, Summer: 31-37. Case poll: McKinsey & corporation bartlett pear, C. A. (1996) McKinsey & Company: Managing knowledge and learning. In: Text, Cases and Readings in Cross-Border Management. Third edition. C. A. Bartlett and S. Ghoshal (eds), Boston, Irwin McGraw-Hill: pp. 664-680. Case study questions 1.
How was this obscure firm of accounting and engineer advisors able to levy into the worlds most esteemed consulting firm cubic decimeter years later? What was the unparalleled source of competitive good developed by mob O. McKinsey and later Marvin Bower? 2. How effective was Ron Daniel in leading McKinsey to suffice to challenges identified in the management on Firm Aims and Goals? What office did Fred Gluck m ake to the requested changes? 3. What i! s your military rank of Rajat Guptas four-pronged salute to knowledge development and application in spite of show McKinsey? As a senior partner, what specific advice would you give him?  If you destiny to get a full essay, order it on our website:
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