Knowledge Workers Defined
invented the term "knowledge workers" in 1959. He says knowledge workers
believe they are paid to be effective, not to work 9 to 5, and that smart
businesses will "strip away everything that gets in their knowledge workers'
way." Those that succeed will attract the best performers, securing "the
single biggest factor for competitive advantage in the next 25 years."
You cannot lead knowledge workers
by telling them what to do. You must treat them with respect and dignity,
and provide opportunities that they would not be able to have on their own.
To lead knowledge workers
effectively and unlock their true potential, you need to define:
To manage knowledge workers effectively in
enterprise, modern manager should
to go well beyond the extra mile is what drives people to create insanely
great products and services." says
You need to shift your people management practices – if you haven't done so
yet – to accommodate or support knowledge work and help your people express
of their own.
Silicon Valley Firms
How do Silicon Valley firms attract people to
opportunities, challenges, and
Around the globe, leading
organizations declare in their
corporate value statements that people are their most important asset.
In many cases, these statements are just words however. In the Silicon
Valley, people really do come first. One of the main tasks of top management
is to provide an environment where work is rewarding and fun. In turn, the
legacy of managing knowledge workers keeps the focus on people, and
innovation in the Silicon
Valley extends far beyond the technology itself.1...
10 Golden Rules
By: Eric Schmidt, CEO of Google,
and Hal Varian, Consultant with Google
Getting the most out of knowledge workers will
be the key to business success for the next quarter century. Here's how we
do it at Google.
Google, we think business guru
well understood how to manage the new breed of "knowledge
workers." After all, Drucker invented the term in 1959. He says knowledge
workers believe they are paid to be effective, not to work 9 to 5, and that
smart businesses will "strip away everything that gets in their knowledge
workers' way." Those that succeed will attract the best performers, securing
"the single biggest factor for
in the next 25 years."
At Google, we seek that advantage.
The ongoing debate about
whether big corporations are mismanaging knowledge workers is one we take
very seriously, because those who don't get it right will be gone. We've
drawn on good ideas we've seen elsewhere and come up with a few of our own.
What follows are ten key principles we use to make knowledge workers most
effective. As in most technology companies, many of our employees are
engineers, so we will focus on that particular group, but many of the
policies apply to all sorts of knowledge workers...
Specific Requirements of Knowledge Workers...
Let Them All Be Power Users...
Innovation in Industrial vs. Knowledge Enterprises...
Three Areas of
Need Present in All
Key Characteristics of High-performance Organizations...
Achieving the Right Balance Between the Whole and the
Important Traits that Determine Organizational Success...
Establishing an Attitude of Relentless Growth...
Profile (OFP) Road-Mapping...
of the Firm...
Continuous Corporate Renewal...
How To Bring About Effective Change...