The Hidden Leverage of Human Capital - A down economy is not the time to "slash-and-burn," but rather to ensure growth potential during the ensuing rebound. This requires a focus on strengthening key relationships, capitalizing on underutilized staff, clarifying strategic roles and forging stronger links between compensation and results.
|Year of publication:||
|Authors:||Oxman, Jeffrey A.|
MIT sloan management review. - Cambridge, Mass : MIT, ISSN 1532-9194, ZDB-ID 2039388X. - Vol. 43.2002, 4, p. 79-84
LeBlanc, Peter V., (1998)
The Limits of Structural Change - Organizational structure, the authors contend, is increasingly irrelevant to how work is actually done. Citing BP, Duke Power and W.L. Gore and Associates, they demonstrate that it is not formal structure but the adaptability of processes, people and technology that enables companies to build lasting value.
Oxman, Jeffrey A., (2003)
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