How Executives Can Use Inter-Companies Social Networks to Effectively Manage knowledge

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the ceo magazine, competitive advantage,
Mostafa Sayyadi, Author, Leading Between the Lines

Competitive advantage is sought by many executives, for instance, Grant concentrates on knowledge application, and argues that firms are entities that must apply the knowledge that their employee’s possess in order to enhance competitive advantage. An example of this is when Jamie Diamond left Citigroup to head up J.P. Morgan in the 2013, he was paid 20 million dollars to not take any people with him to J. P. Morgan for three years. Thus, knowledge creation and application manifest themselves in people, organizations, systems, and processes and should be guarded like gold in the Federal Reserve Bank. In this article, I place a new emphasis on inter-companies social networks, because its strategic importance in exploiting knowledge and enhancing effectiveness at all levels of the organizations.

7 Essentials for New Product Success

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the ceo magazine, innovation,
Patrick Henry, Author, Plan Commit Win: 90 Days To Creating A Fundable Startup

A lot has been written about the importance of innovation as it relates to product success. Innovation is important as it relates to intellectual property, product differentiation and sustainable competitive advantage. But just building a better mousetrap does not ensure business success.

Employee Engagement: A CEO’s Tool for Creating, Driving a High-Performance Environment

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the ceo magazine, employee engagement,
Mark Royal, Senior Principal, Korn Ferry Hay Group

In today’s highly competitive environment in which organizations must optimize every resource—especially talent—employee engagement is a powerful tool for driving performance. Employees who are highly engaged and well positioned for success are better able to deliver more, and organizations that are known for high employee engagement become magnets for attracting and retaining valuable talent.

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