Army of Entrepreneurs: Create an Engaged and Empowered Workforce for Exceptional Business Growth Review

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Army of Entrepreneurs: Create an Engaged and Empowered Workforce for Exceptional Business Growth Review
The title of my review refers to what I believe is Jennifer Prosek's key point in this book: To paraphrase, Think like a gardener and decide what you want to grow, when and where to plant it, prepare the soil, plant, and then nourish the soil and protect the garden. In the business world, the gardeners are supervisors and what they must grow is what Prosek describes as an Army of Entrepreneurs (AOE), high-potential leaders with an entrepreneurial temperament and worldview. Prosek offers what many of these supervisors need to develop that potential: "An easy-to-follow, replicable [key word] plan of action that can be instituted [two more key words] quickly and inexpensively."
Organizations reflect those who lead them and that is especially true of the largest organizations, such as General Electric. Consider what Jack Welch said years ago at one of the company's annual meetings. He responded to a question: Why do you admire entrepreneurial companies so much that you want GE to become more like one?
"For one, they communicate better. Without the din and prattle of bureaucracy, people listen as well as talk; and since there are fewer of them they generally know and understand each other. Second, small companies move faster. They know the penalties for hesitation in the marketplace. Third, in small companies, with fewer layers and less camouflage, the leaders show up very clearly on the screen. Their performance and its impact are clear to everyone. And, finally, smaller companies waste less. They spend less time in endless reviews and approvals and politics and paper drills. They have fewer people; therefore they can only do the important things. Their people are free to direct their energy and attention toward the marketplace rather than fighting bureaucracy."
In addition to the aforementioned "game plan," Prosek also offers anecdotes and case studies that illustrate the AOE model in real-world circumstances as well as statistics, research, and commentary from various experts in the business community. Years ago, Thomas Edison observed, "Vision without execution is hallucination." That is why Prosek places such great emphasis on explaining or at least suggesting how to create, lead, deploy, and support an AOE. At the conclusion of each of 12 chapters, she inserts a "Six Steps Forward" section that lists what to do right after reading the material in the given chapter.
In Chapter 3, she shares her own thoughts about why big companies need entrepreneurs (i.e. to support innovation, keep in touch with customers, retain the most valued workers, move faster, and expand globally) and then recommends seven specific strategies for larger organizations (Pages 35-42). The case studies include those of Edward Jones, Emerson Electric, Ernst & Young, IBM, and Intuit. Again, the focus is on what works, what doesn't, and why. Other material within her narrative that caught my eye include "boot camp" (Pages 59-60), conducting training "workshops" (Hunting for Business, Advanced Hunting, Intrapreneurship, Planning and Organizing, and Teaching the Business), creating a talent pipeline (six steps, Pages 83-85), measuring success (formal and informal, Pages 113-129), managing disaster (Pages 172 and 189-190), and "Ten Questions to Ponder" in Appendix A (Pages 191-192).
Throughout her lively and eloquent narrative, Jennifer Prosek skillfully invokes a variety of military metaphors as she explains how to create "an engaged and empowered workforce for exceptional business growth." She rigorously covers each step of the process: recruiting, hiring, orientation, training, deployment, and performance measurement. There is no shortage of metaphors to call upon when describing this difficult but nonetheless essential process. I congratulate her on this brilliant achievement.
Those who share my high regard for this book are urged to check out Brian Carney and Isaac Getz's Freedom, Inc.: Free Your Employees and Let Them Lead Your Business to Higher Productivity, Profits and Growth, Erika Andersen's Growing Great Employees, Dean Spitzer's Transforming Performance Measurement and Enterprise Architecture as Strategy co-authored by Jeanne W. Ross, Peter Weill, and David Robertson.Army of Entrepreneurs: Create an Engaged and Empowered Workforce for Exceptional Business Growth Overview

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The New Edge in Knowledge: How Knowledge Management Is Changing the Way We Do Business Review

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The New Edge in Knowledge: How Knowledge Management Is Changing the Way We Do Business ReviewI found this book because I know about APQC and their record with knowledge management. (The authors run APQC's KM research) APQC has done A LOT of research of all of the best companies out there with KM. These companies work with APQC--no secondary research. And to see that research had meant being a part of a study. But this book includes a lot of that primary research and puts it together into specific directions for customization. I wish I had this book years ago when my program was first ramping up. Regardless, this book has given me a great push to keep improving our program and to stay up-to-date with how KM has to change to remain a strategic asset.The New Edge in Knowledge: How Knowledge Management Is Changing the Way We Do Business OverviewThe best thinking and actions in the fast-moving arena of collaboration and knowledge management
The New Edge in Knowledge captures the most practical and innovative practices to ensure organizations have the knowledge they need in the future and, more importantly, the ability to connect the dots and use knowledge to succeed today.
Build or retrofit your organization for new ways of working and collaboration by using knowledge management
Adapt to today's most popular ways to collaborate such as social networking
Overcome organization silos, knowledge hoarding and "not invented here" resistance
Take advantage of emerging technologies and mobile devices to build networks and share knowledge
Identify what can be learned from Facebook, Twitter, Google and Amazon to make firms and people smarter, stronger and faster

Straightforward and easy-to-follow, this is the resource you'll turn to again and again to get-and stay-in the know. Plus, the book is filled with real-world examples – the case studies and snapshots of how best practice companies are achieving success with knowledge management.
Praise for The New Edge in Knowledge: How Knowledge Management is Changing the Way We Do Business
"You may think you know knowledge management, but this is new—how knowledge initiatives can incorporate social media, mobile technologies, and learning, for example. This book integrates the new knowledge management with the best of the old, such as communities of practice and measurement. KM still matters, and this book tells you why."—Thomas H. Davenport, President's Distinguished Professor of IT and Management, Babson College
"Over the last decade, knowledge management has emerged as a key success factor for the modern corporation, driven by tremendous advances in business analytics. This book studies the best practices in knowledge management and how leadership companies are applying them today."—Virginia M. Rometty, Senior Vice President and Group Executive Sales, Marketing and Strategy, IBM
"APQC has been on the leading edge of knowledge management for almost two decades. O'Dell and Hubert have captured those best practices and created a road map to transform the way people work. Reap the benefits of their experience."—C. Jackson Grayson, Chairman and Founder, APQC and co-author of If Only We Knew What We Know
"The New Edge in Knowledge is a useful how-to manual that takes best practice sharing and organizational capability building to the next level: Web 2.0, social networking, mobility, and communities of practice. National and international examples show how companies can create strategic alignment and systematic management to transfer knowledge rapidly and effectively."—Rosabeth Moss Kanter, Harvard Business School professor and author of SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth, and Social Good
"What has made our KM program strong is sticking to the fundamentals-- that's exactly what this book outlines. It provides trusted advisor guidance on how any company or organization can take the concrete steps to create and implement a world class KM strategy."—Dan Ranta, Director of Knowledge Sharing, ConocoPhillips
"Carla O'Dell and Cindy Hubert have written an amazingly down to earth, useful and practical book on knowledge management and its importance to modern business. Starting with the distinction between information and knowledge, they provide a viewpoint that leaves IT in the dust. Read it to prepare for tomorrow's world!"—A. Gary Shilling, President, A. Gary Shilling & Co., Inc.
"A practical business approach to knowledge management, this book covers KM's value proposition for any organization, provides proven strategies and approaches to make it work, shares how to measure KM's impact, and illustrates high level knowledge sharing with wonderful case studies. Well done!"—Jane Dysart, Conference Chair, KMWorld & Partner, Dysart & Jones Associates
"This book is a tour de force in the field of knowledge management. Read every single page and learn about best practices from the leading firms around the world. All of this and more from the company that leads the way in the field: APQC. I highly recommend it for your bookshelf."—Dr. Nick Bontis, Director, Institute for Intellectual Capital Research
"Food for thought from two of the pioneers. Carla O'Dell and Cindy Hubert have been in the trenches with many of the organizations that have succeeded in leveraging KM for business benefit. They recognized early the symbiotic relationship between knowledge flow and work flow and have guided practitioners in the quest to optimize and streamline both."— Reid Smith, Enterprise Content Management Director, Marathon Oil Company
"Carla O'Dell and Cindy Hubert take knowledge management from vague idea to strategic enabler. In so doing, they clear up the not only the whats, but the whys and the hows. This book establishes knowledge management as an organizational discipline. The authors offer a straightforward set of execution steps, coaching readers on how to launch their own knowledge management programs in a deliberate and rigorous way."—Jill Dyché, Partner and Co-Founder, Baseline Consulting; Author of Customer Data Integration: Reaching a Single Version of the Truth
"The authors and APQC have put together an excellent ‘how to' manual for Knowledge Management (KM) that can benefit any organization, from those experienced in KM to those just starting. The authors have taken their years of experience and excellence in this field and written a masterful introduction and design manual that incorporates industry best-practices and alerts readers to the pitfalls they are likely to encounter. This book needs to be in the hands of every KM professional and corporate senior leader."—Ralph Soule, a member of the US Navy

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