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Exercising Servant Leadership
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Servant leadership is now in the vocabulary of enlightened leadership. It is a practical, altruistic philosophy that supports people who choose to serve first, and then lead, as a way of expanding service to individuals and organizations. The sense of civil community that it advocates and engenders can facilitate and smooth successful and principled change. (No. 63 | September 2009)
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Learning in Strategic Alliances
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Strategic alliances that bring organizations together
promise unique opportunities for partners. The reality
is often otherwise. Successful strategic alliances manage
the partnership, not just the agreement, for collaborative
advantage. Above all, they also pay attention to learning priorities in alliance evolution. (No. 62 | September 2009)
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Harnessing Creativity and Innovation in the Workplace
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Creativity plays a critical role in the innovation process, and innovation that markets value is a creator and sustainer of performance and change. In organizations,
stimulants and obstacles to creativity drive or impede enterprise. (No. 61 | September 2009)
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From Strategy to Practice
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Strategic reversals are quite commonly failures of execution. In many cases, a strategy is abandoned
out of impatience or because of pressure for an instant payoff before it has had a chance to take root and yield results. Or its focal point is allowed to drift over
time. To navigate a strategy, one must maintain a balance
between strategizing and learning modes of thinking. (No. 60 | August 2009)
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Leading in the Workplace
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Theories of leadership are divided: some underscore the
primacy of personal qualities; others stress that systems
are all-important. Both interpretations are correct: a larger pool of leaders is desirable all the time
(and superleaders are necessary on occasion) but its
development must be part of systemic invigoration of
leadership in organizations. (No. 59 | August 2009)
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Topics 
Knowledge Management and Learning 
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