A Quote by Thomas A. Stewart

In companies whose wealth is intellectual capital, networks, rather than hierarchies, are the right organizational design. — © Thomas A. Stewart
In companies whose wealth is intellectual capital, networks, rather than hierarchies, are the right organizational design.
What being among the 'right people' entails is the possession of human capital, rather than organizational capital: an individual reputation, portable skills, and network connections. Career responsibility is squarely in the hands of individuals, a function of their knowledge and networks. Transferable knowledge is more important to a career than firm-specific knowledge.
The information revolution has changed people's perception of wealth. We originally said that land was wealth. Then we thought it was industrial production. Now we realize it's intellectual capital. The market is showing us that intellectual capital is far more important that money. This is a major change in the way the world works. the same thing that happened to the farmers during the Industrial Revolution is now happening to people in industry as we move into the information age.
The information revolution has changed wealth. Intellectual capital is far more important than money.
In China, Vietnam, Russia and several former Soviet states, the dominant social networks are run by local companies whose relationship with the government actually constrains the empowering potential of social networks.
Trust-me companies are companies whose financial results gallop ahead of their businesses, companies with seemingly perfect control over their quarterly sales and profits. Companies whose financial statements are loaded with footnotes: companies that short-sellers often attack but rarely dent.
Today, financial capital is no longer the key asset. It is human capital. Success is no longer about economic competence as the main leverage. It is about emotional intelligence. It is no longer about controls. It is about collaboration. It is no longer about hierarchies. It is about leading through networks. It is no longer about aligning people through structures and spreadsheets. It is about aligning them through meaning and purpose. It is no longer about developing followers. It is about developing leaders.
Money is not capital in most of the developing countries. It's just cash. Because it lacks the institutional, organizational, managerial forms to turn it into capital.
The financial doctrines so zealously followed by American companies might help optimize capital when it is scarce. But capital is abundant. If we are to see our economy really grow, we need to encourage migratory capital to become productive capital - capital invested for the long-term in empowering innovations.
Wealth in activity--capital with all its friction--is far safer than invested wealth lying dead.
Global companies can raise capital much easier than local Indian companies can because they have access to many more markets than we do, and this ends up distorting competition.
The intellectual is not defined by professional group and type of occupation. Nor are good upbringing and a good family enough in themselves to produce an intellectual. An intellectual is a person whose interest in and preoccupation with the spiritual side of life are insistent and constant and not forced by external circumstances, even flying in the face of them. An intellectual is a person whose thought is nonimitative.
Power is changing hands, from dying hierarchies to living networks.
In the struggle between capital and labor, more often than not capital has won, because the real source of value for most companies has historically been the hard assets that they owned and controlled.
Indian companies have begun to pay lip service to the concept of intellectual capital but a miniscule of them, that too non-family run businesses, understand what that means.
if networks of women are formed, they should be job related and task related rather than female-concerns related. Personal networks for sociability in the context of a work organization would tend to promote the image of women contained in the temperamental model - that companies must compensate for women's deficiencies and bring them together for support because they could not make it on their own. But job-related task forces serve the social-psychological functions while reinforcing a more positive image of women.
No matter how much proponents of 'intelligent design' try to clothe their views in the apparel of science, it is what it is: religion. Whose intelligence? Whose design?
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