![]() ![]() Here, Kim and Mauborgne offer a solution to that problem: a systematic approach to uncovering, at each level of the organization, which leadership acts and activities will inspire employees to give their all, and a process for getting managers throughout the company to start doing them.īlue ocean leadership works because the managers’ “customers”-that is, the people managers oversee and report to-are involved in identifying what’s effective and what isn’t. The trouble is, managers lack a clear understanding of what changes they could make to bring out the best in everyone. If companies could find a way to convert them into engaged employees, the results could be transformative. Research indicates that this gulf is vast: According to Gallup, 70% of workers are disengaged from their jobs. ![]() ![]() In this article, they apply their concepts and tools to what is perhaps the greatest challenge of leadership: closing the gulf between the potential and the realized talent and energy of employees. Ten years ago, two INSEAD professors broke ground by introducing “blue ocean strategy,” a new model for discovering uncontested markets that are ripe for growth. ![]()
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