THE INNOVATION ENGINE AT RITE-SOLUTIONS: LESSONS FROM THE CEO

2012 ◽  
Vol 3 (1) ◽  
pp. 1-11 ◽  
Author(s):  
Jim Lavoie
Keyword(s):  
Organizational Structure ◽  
Information Flow ◽  
21St Century ◽  
Intellectual Capital ◽  
Knowledge Economy ◽  
Hierarchical Organization ◽  
Second Career ◽  
Top Down ◽  
A Company ◽  
Business Structure

I spent over 30 years  in a highly structured, hierarchical organization where good ideas could only flow top-down and where the firm’s intellectual capital was more defined by the level of organizational “box” that a person occupied than by the actual insight that person possessed.  In January 2000, as a “second career”, I set out to build a company that would be liberated from such restrictions of thought and, instead, would capitalize on the intellectual bandwidth of the entire organization to “Innovate Every Day”.  Such a company would be based upon two of my most fundamental beliefs:  “No one is as smart as everyone”, that is to say that good ideas are not bounded by organizational structure, but can come from anyone, in any place, at any time; and second, that the Hierarchical Pyramid as an organizational business structure is an enigma in the 21st century knowledge economy. An enigma more suited to controlling information flow than fostering innovation.My challenge in building such a company was two-fold: to develop a mechanism that could “operationalize” innovation by tapping the collective genius in my organization in a non-intimidating, fun way to generate these good ideas continuously; and, second, to institute a new organizational model with enough control to operate as a responsible, profitable business, but with sufficient flexibility to leverage and disseminate brilliant, innovative ideas across the organization – that’s all!!

scholarly journals ІНСТРУМЕНТИ ЛЮДСЬКОГО ПОТЕНЦІАЛУ ТА МЕХАНІЗМУ КОРПОРАТИВНОГО УПРАВЛІННЯ В УМОВАХ ТРАНСФОРМАЦІЇ

2022 ◽  
pp. 61-68
Author(s):  
Анна М. Орел
Keyword(s):  
Intellectual Capital ◽  
Knowledge Economy ◽  
Social Issues ◽  
Industrial Relations ◽  
Economic Thought ◽  
Management Systems ◽  
Corporate Management ◽  
Wide Range ◽  
And Control ◽  
A Company

This paper examines the mechanisms of human and intellectual capital transformations, as well as their development patterns in a company to ensure its growth and expansion together with building the company competitive edge in the context of knowledge economy. In particular, the study provides insights into the fundamental principles of corporate management, along with revealing the specifics of the interaction between human and intellectual driving factors and economic tools of corporate management. A special focus is put towards a social function of corporate management in resolving socioeconomic conflicts in the area of public production and its critical significance in tackling a vast range of social issues. Based on the findings, the study offers a conceptual and methodological approach to building and implementing strategies for promoting and boosting human capital to respond to modern economic development trends and challenges. Apart from that, the study identified the need to pay more attention to expanding the research in every area of economic thought and re-think the implications of economic policies being currently realized. It is also noted that corporate management systems in different countries demonstrate great variability, in particular, there are significant differences in the area of corporate ownership and control patterns. The paper presents an overview of various types of corporate management systems which can be distinguished by the nature of their ownership and control paradigm, as well as by diversity in terms of shareholder rights. Thus, some management systems are characterized by a wide range of ownership forms while others tend to concentrate ownership rights or control functions as much as possible. A conclusion is made that there is still no single corporate management model in the world, and each country has developed its own range of tools and mechanisms to overcome corporate problems and challenges arising from the ownership dispersal or control issues. It is argued that the transition to a knowledge economy and increasing the human factor involvement in corporate management have become a distinctive feature of modern phase of enterprise management maturity in most developed economies, and the use of intellectual capital and talent management are viewed as a primary tool in ensuring company high efficiency and competitiveness. The findings reveal that the latest approaches to the research problem, transformations in the company capital structure design, with a key focus on the role of intellectual capital as its crucial element, have contributed to radical changes in contemporary industrial relations. Given the growing significance of a company management concept which is considered a system where a human potential is an exceptional driving force in business development, it is concluded that in view of these changes, all outdated methods of the current operational management should be revised and, accordingly, new standards for business activity and performance practices have to be created.

Putting Private Equity Scorecard Approach (PESA™) to Work

2018 ◽  
Keyword(s):  
Theoretical Model ◽  
Organizational Structure ◽  
Private Equity ◽  
Information Environment ◽  
Modus Operandi ◽  
Equity Fund ◽  
Private Equity Fund ◽  
A Company

The theoretical model of Private Equity Scorecard Approach (PESA™), introduced an article in the Spring 2018 issue of The Journal of Private Equity (“Private Equity Scorecard Approach: Quality versus Myth”), develops a methodology to value a company based on its quantitative and qualitative indicators. As pointed out in the article, however, any model would only exist in theoretical boundaries, unless applied in practice. In this article, the author discusses the specific characteristics of the internal processes and organizational structure of a private equity fund that uses the PESA™ methodology in its modus operandi. The author provides practical examples of the fund’s approach to investments as well as the necessary information environment in which the fund operates.

From a value-based knowledge economy to a worth economy. New reflections and perspectives on intellectual capital research

2021 ◽  
Vol 1 (1) ◽  
pp. 1
Author(s):  
Maurizio Massaro ◽  
John Dumay ◽  
Patricia Ordóñez De Pablos ◽  
Leif Edvinsson ◽  
Francesca Dal Mas
Keyword(s):  
Intellectual Capital ◽  
Knowledge Economy ◽  
A Value

The Conundrum of Valuing a Company`s Intellectual Capital

2010 ◽  
pp. 1848-1861
Author(s):  
Luiz Antonio Joia ◽  
Paulo Sérgio da Silva Sanz
Keyword(s):  
Field Study ◽  
Intellectual Capital ◽  
Intangible Assets ◽  
Academic Literature ◽  
Study Methodology ◽  
Relationship Capital ◽  
A Company ◽  
Insight Into ◽  
Made In

Since the early 1990s, research has been conducted in an attempt to establish a viable and reliable manner of measuring the intangible assets, also referred to as the intellectual capital, of companies. Several models have been devised, most of them using indicators to evaluate the intangible assets of a given undertaking. In this chapter, exploratory field study methodology is used to analyse the behaviour of the “customer retention” indicator, which has been widely used to evaluate a company’s relationship capital. Two of the largest Brazilian e-retailing groups are analysed in order to obtain an in-depth insight into the behaviour of their frequent customers via their digital channel. Conclusions are presented, indicating that the role of frequent customers in e-retailing companies can sometimes be widely divergent from that presented in existing academic literature. Finally, recommendations are made in order to reach a clearer understanding of the conundrum of valuing a company’s intellectual capital via taken-for-granted indicators.

Research on Emotional Intelligence Management Based on the Intellectual Capital Business Model

2012 ◽  
Vol 3 (2) ◽  
pp. 53-61 ◽  
Author(s):  
Zhu Naixiao ◽  
Ding Zhuoqi
Keyword(s):  
Emotional Intelligence ◽  
Business Model ◽  
Intellectual Capital ◽  
Knowledge Economy ◽  
Business Models ◽  
Corporate Strategy ◽  
Employee Motivation ◽  
Sustainable Competitive Advantage ◽  
Capital Operation ◽  
Chinese Enterprises

With the development of globalization and knowledge economy, intangible assets have become more important in competition. The practice of the intellectual capital business model in Chinese enterprises is an important source for innovation and lets Chinese enterprises get sustainable competitive advantage. In this paper, the authors take K group as an example, and analyze methods of EI management, which has improved employee motivation in innovation. The authors also use empirical analysis to validate the positive correlation between the emotional intelligence (EI) of core staff and job performance. With the development of knowledge economy and corporate strategy theory, knowledge management has taken an important role in the competition and intellectual capital (IC) has become the source of value creation. Intellectual capital business model is a description of the intellectual capital operation, the better mode of operation, the higher and greater value of intellectual capital. As such, intellectual capital is becoming an essential business component; the application of intellectual capital business models increases economic efficiency and enhances competitiveness.

E-Performance Systems

2011 ◽  
Vol 3 (1) ◽  
pp. 50-57
Author(s):  
Abdulaziz Al-Raisi ◽  
Saad Amin ◽  
Saad Tahir
Keyword(s):  
Performance Management ◽  
Intellectual Capital ◽  
Employee Performance ◽  
Organisational Change ◽  
Business Environment ◽  
Intangible Asset ◽  
Performance Management Systems ◽  
Tangible Asset ◽  
The Impact ◽  
A Company

Organizations are looking for solutions to manage and maximize the performance of their workforce. They recognize that there has been a shift in the business environment from a tangible asset economy to an intangible asset economy. The value of a company is comprised of employee knowledge, brand, and intellectual capital rather than inventories, goods, and machinery. As a result of this, organizations are relying on the technological solutions to monitor and improve employee performance and productivity. Several technological solutions such as Electronics Performance Management Systems (e-PMS) are being used by many organisations to monitor the performance. This paper attempts to assess the impact of e-PMS in the organisational change. A model is proposed based on empirical results.

scholarly journals The Role of Firm Characteristics in Voluntary Disclosure of IC Information and Its Importance for High-Tech Companies

2019 ◽  
Vol 43 (2) ◽  
pp. 185-209
Author(s):  
Ana Rep ◽  
Katarina Žager ◽  
Cidália Oliveira
Keyword(s):  
Significant Influence ◽  
Intellectual Capital ◽  
Voluntary Disclosure ◽  
High Tech ◽  
Firm Characteristics ◽  
Content Analysis Method ◽  
Independent Variable ◽  
A Company

The purpose of this paper is to analyse whether the extent and quality of voluntarily disclosed information regarding intellectual capital (IC) are correlated with certain characteristics of a company. IC is very important for IT companies. Therefore, financial and non-financial statements of 32 high-tech companies were investigated using the content analysis method. To test the influence of firm characteristics on the intellectual capital disclosure index (ICDI), the regression model was used. The size of the firm was the only independent variable that has had a statistically significant influence on the ICDI. The auditor type, as well as financial ratios, have not shown a statistically significant influence on the extent and quality of IC disclosures. This study reflects the state regarding the voluntary IC disclosures in Croatia and therefore the study may be a roadmap for further research and, more importantly, might promote awareness of the importance of transparent reporting.

Information Flow in the 21st Century: The Dynamics of Agenda-Uptake

2016 ◽  
Vol 20 (3) ◽  
pp. 378-402 ◽  
Author(s):  
Mike Gruszczynski ◽  
Michael W. Wagner
Keyword(s):  
Information Flow ◽  
21St Century
Sign in / Sign up

Export Citation Format

Share Document