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Table of Contents
Examples of Some Unconventional Ideas ...
There seems to be a law of human nature that establishes “us-ness” and “them-ness” in business by measuring the distance between us on the org chart. The org chart serves one more purpose. In a rough, ready, inexact way it describes the enterprise’s pecking order – the company’s power structure and relationships. We’ll have more on org charts in the chapter on leadership. For now, recall our goal of making the enterprise more cognitive. Apply to this goal the distrust that’s a natural consequence of having a traditional org chart.
Making the best decisions about the most important subjects requires wisdom, which depends on good judgment, which in its turn requires knowledge, built on information, which is obtained by analyzing data.
And we point readers to sources of additional unconventional information for key topics.
Forewords by ...
Thomas H. Davenport
Co-Founder and Research Director, International Institute for Analytics, Research Fellow, MIT Center for Digital Business
Senior Advisor to Deloitte Analytics, and author of Thinking for a Living and Competing on Analytics. www.tomdavenport.com
Management advisor, keynote speaker, and former CIO and college professor with 35 years of leadership experience at the intersection of business and technology. Author of Cognitive Computing: A Brief Guide for Game Changers, and 23 more books including the seminal book, Business Process Management: The Third Wave. www.peterfingar.com
About the Authors
Bob Lewis is well-known in business and information
technology circles as a prolific and unconventional commentator on business
strategy and organization, information technology organizations and what makes
them tick, how businesses should use and think about technology, and, most
important, leadership and business change.
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