describes effect of corporate amnesia

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In this this re-published edition of “Corporate DNA”, Arnold Kransdorff updates how the flexible labour market is affecting workplace practices.

 

For more than half a century the developed world has been chasing productivity. It has financed our wealth but that part of output on which our continued prosperity depends – productivity growth – is declining. The traditional scapegoat has been the dearth of worker skills but this explanation doesn’t usually include the suggestion that it is managers who are not giving full value to their employers.

 

Intended for the more academic readership, the book argues that the way managers are being asked to make their decisions is conferring virtually no upside potential, which means they’re leaving us wide open to so-called experience-poor countries to step into our experience-richer environment. Exactly as Japan did in the 1960s and some of the so-called BRICK countries - Brazil, Russia, India, China (especially China) and Korea – are threatening now.

 

What’s happened is that the flexible labour market’s high rate of employee turnover has meant that employers are losing their unique knowledge and experience at a extraordinary rate. And the result, self-imposed corporate amnesia, is interrupting the way most progress traditionally happens – organically, i.e. one experience on another.

 

If creeping un-competitiveness is not to overtake us, where, then, is the next round of productivity gains to come from? Identifying some gaping holes in the way managers manage, and are taught how to make their decisions, the book outlines both the size of the problem and the solution.

 

The author argues that for commerce and industry to substantially raise the quality of their decision-making, managers need to be much better experiential learners. And for experiential learning to take place, companies and other institutions have to better manage their corporate DNA, within which resides the unique institution-specific knowledge and experience called Organisational Memory (OM). It is this factor of production that characterises any organisations’ ability to perform and which has already been paid for at great expense, yet is readily discarded in the backwash of the biggest change in workplace practice for more than a century – the flexible labour market.

 

This book alerts the Governments that brought it about, the employers who have exploited it and the business educators who have not adapted to it. The message is; Beware what you’ve asked for. And you ignore it at your peril!

 

“Corporate DNA” explains WHY this key component of intellectual capital should be better managed and can be better managed. In so doing, productivity growth could be resumed, enabling industry and commerce to more easily fend off their pushy pretenders. Of course the pretenders could also continue to be better experiential learners …. but then, that’s what competition, the free market and experiential NON-learning is all about.

For employers with high staff turnover and low productivity