Leading Organizational Learning

“Developing New Ideas for Your Clients—and Convincing Them

to Act,” Andrew Sobel explains how consultants can help organi-

zations to develop ideas. Jon Powell reviews knowledge manage-

ment over the past decade, highlighting its successes and failures

and providing tips for future learning, in “Making Knowledge

Move.” In “The Role of Change Management in Knowledge Man-

agement,” Marc Rosenberg adds the human element, change

management, to knowledge management, giving us an equation

that just may work. In the final chapter in this part, “Building

Social Connections to Gain the Knowledge Advantage,” Susan

Jackson and Niclas Erhardt lay out the myths and realities of

knowledge management and discuss how organizations can get

knowledge moving.

Part Five, “Case Studies and Examples,” opens with “Some Key

Examples of Knowledge Management,” in which W. Warner Burke

explores key examples and lessons for leaders in the domain of

knowledge management. Allan Cohen’s “Leadership and Access to

Ideas” delves into the concept of interaction in the form of leaders

asking for employees for new business ideas. In “Capturing Ideas,

Creating Information, and Liberating Knowledge,” Peter Drummond-

Hay and Barbara Saidel use their experiences at Russell Reynolds

to define a new role, “the connector,” whose purpose is to join peo-

ple to information and people to people. Fred Harburg discusses

Motorola’s Leadership Supply Initiative as a best practice case

example in “Learning at the Speed of Flight.” In “The Audacity of

Imagination: How Lilly Is Creating ‘Research Without Walls,’”

Sharon Sullivan, Bryan Dunnivant, and Laurie Sachtleben reveal

Eli Lilly Company’s strategy for learning, gathering ideas, and

researching new products. Using Goldman-Sachs as an example,

Steffen Landauer and Steve Kerr bring Part Five to a close with

“Developing a Learning Culture on Wall Street: One Firm’s

Experience,” which discusses obstacles that financial firms face in

creating a learning culture.

Leading Organizational Learning is our attempt to bring you the

newest and most innovative ideas on the subjects of leadership and

xx PREFACE

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