000			01768naa a2200193uu 4500
001			9912
003			OSt
005			20190211154850.0
008			020108s2005 xx ||||gr |0|| 0 eng d
100	1		_aCROSS, Rob _92571
245	1	0	_aThe people who make organizations go-or stop
260			_cjun.2002
520	3		_aThe real work in most companies is done informally, through personal contacts. How can executives manage such amorphous networks? Start by focusing on those employees who play four critical linking roles. The real work in most companies is done informally, through personal contacts and conversations that don't necessarily follow the same path as the org chart. How can executives manage such amorphous networks? Start by focusing on those employees in informal networks who play four critical roles. The process begins with a visual awakening. Managers compare their business's value curve with competitors' to discover where their strategy needs to change. In the next step - visual exploration - managers do field researh of customers and alternative products. Al the visual strategy fair, the third step, managers draw new strategic profiles based on field observations and get feedback from customers and peers about these new proposals. Once the best strategy is created from that feedback, it's time for the lasst step - visual communicatiom. Executives distribute "before" and "after" strategic profiles to the whole company, and only projects that will help move the company closer to the "after" profile are supporeted
700	1		_aPRUSAK, Laurence _98642
773	0	8	_tHarvard Business Review _g80, 6, p. 104-112 _d, jun.2002 _w
942			_cS
998			_a20020108 _bLucima _cLucimara
998			_a20060602 _b1451^b _cQuiteria
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c10051 _d10051
041			_aeng