Space, physical: for informal learning, 99; for
knowledge creation, 62; for reflection, 98
Special sales, 3–4
Specific versusdiffuse knowledge, 13
Specificity, in leadership guidance system, 128, 129
Speed: authentic leadership and, 148; knowledge
creation and, 62; pace of change and, 55; in
pharmaceutical research and development
innovation, 309–314
Speed to learning, 11; engagement process and,
190–193; integrated leadership support system
for, 301–307; in learning network case exam-
ple, 3–11; techniques for increasing, 7–10
“Spend a Day in the Life of Your Customer,” 224
Spiritual engagement, 192–193
Springboard, The(Denning), 236, 237
Square D, 181
Stability, desire for, 141–142
Starbucks, 83
Steel manufacturing, 115
Stewart, T. A., 119
Stock analysts, 225
Stock market: erosion of trust in, 106; portfolio
management model and, 305–306, 313–314
Storage, digital, 121–122, 231–234, 256–259
Store walks, 168
Stories and storytelling: as change management
factor, 244, 247, 252; CEO, 170–171; for
informal learning, 94–95; for knowledge man-
agement and sharing, 34, 236–237, 244, 247,
252, 275, 293
Strategic alliance, supply chain management as,
83–84
Strategic business dialogue, 164
Strategic planning, in college case example, 284–288
Strategic research, for clients, 221–222
Strategy: in category framework, 117; CEO coach-
ing for, 165–166
Strategy consulting firm, knowledge management
system of, 30
Stretch assignments, 68
Structure: in category framework, 117; of financial
service firms, 318–319; organizational, 74–76,
108, 275–278, 279, 281, 318–319
Subordination, of unit for greater whole, 199–200
Subtlety and nuance, 195–206
Success, quantitative definition of, 318
Success stories, 244, 247, 252. See alsoStories and
storytelling
Successful Manager’s Handbook, 124
Succession planning and policy, 100, 170. See also
Leadership development
Sullivan, S., 309, 310, 314, 315
Summit meetings, of consultants and clients,
220–221
Superficial information, 130
Suppliers: alliances with, 79–89; innovation part-
nerships with, 224–225
Supply relationship management: as alliance,
79–89; costs and returns of, 79–80, 81–82, 84;
negotiations in, 86; online, 82; as strategic
alliance, 83–84; traditional versusalliance, 79,
80, 86–88Supply system, leadership, 305–307
Support systems: integrated leadership, 301–307;
for ongoing leadership development and guid-
ance, 124–132
Sutton, R. I., 122
Sveiby, K. E., 114
Swarm theory, 312
Switchboard or connector role, 286–287,
290, 297
T
Tacit knowledge. SeeImplicit or tacit knowledge
Takeuchi, H., 15
Talent: executives’ role in attracting and retaining,
138–139, 140; in large corporations, 103–104,
108, 110; war for, 113
Talent and Organization Consulting Group,
206, 207
Tanouye Roshi, 226–227
Task achievement, 303–304
Taxonomies, 233
Teachers, knowledge workers as, 20
Team audits, 71, 76
Team decision communication, 23
Team effectiveness: diversity and, 263–264;
processes for, 71
Team knowledge versusindividual knowledge,
13, 14–15
Team learning: creating opportunities for, 71;
generalization of, 71
Teamwork: competitive rewards and, 152, 153;
diversity and, 263–264; in executive search
firm, 296–298; in financial service firm, 327;
human desire for, 157; transitioning to, in col-
lege case example, 284–288
TechLearn Trends, 11
Technology. SeeInformation technology
Teece, D., 336–337
Texas Instruments, 221–222
Thain, J., 109, 325
Thanksgiving weekend sale, 3–4
Theory X and Theory Y, 150
Thinking stage of learning, 188
Thornton, J., 109, 321, 325
3M, 104
360-degree feedback: for chief executive officer,
165, 173; in leadership development pro-
grams, 123
Tier one-, tier-two, and tier-three suppliers, 83
Time constraints: on chief executive officers, 162,
172; fast information access and, 127–128,
301; on information sharing, 43; on learning,
179–180; overwhelm and, 301, 303
Time frame and timing: of communication from
leaders, 200–201; for knowledge creation, 62;
of knowledge management change initiatives,
249, 253; of moving ideas within large multi-
nationals, 106, 108; for returns on supply
alliances, 79–80, 81–82
Tipping Point, The(Gladwell), 109, 276–278
Tipping points, 109, 276–278
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