Sublime

Wherever knowledge workers perform well in large organizations, senior executives take time out, on a regular schedule, to sit down with them, sometimes all the way down to green juniors, and ask: “What should we at the head of this organization know about your work? What do you want to tell me regarding this organization? Where do you see opportun

In many large organizations, the challenge is often diagnosed as internal. That is, the organization’s competitive problems may be much lighter than the obstacles imposed by its own outdated routines, bureaucracy, pools of entrenched interests, lack of cooperation across units, and plain-old bad management. Thus, the guiding policy lies in the real

In many large organizations, the challenge is often diagnosed as internal. That is, the organization’s competitive problems may be much lighter than the obstacles imposed by its own outdated routines, bureaucracy, pools of entrenched interests, lack of cooperation across units, and plain-old bad management. Thus, the guiding policy lies in the real

The

Corporations might as well have been run by Joseph Stalin—they had unalterable five-year plans, sharply controlled channels of communication, and a royal court surrounding the monarch.

Too Much Management, Not Enough Leadership

La démarche de David Angel à l’université Clark est une version particulièrement élaborée des objectifs que devrait se fixer tout chef d’établissement : affiner et réorganiser l’établissement autant que nécessaire pour répondre aux besoins évolutifs des élèves et de la société. Selon David, notre époque constitue le moment décisif pour diriger un é