Why do we undervalue competent management? Neither great leadership nor brilliant strategy matters without operational excellence

Why do we undervalue competent management? Neither great leadership nor brilliant strategy matters without operational excellence

Author: 
Sadun, Raffaella
Publisher: 
Harvard Business School Press
Date published: 
2017
Record type: 
Responsibility: 
Bloom, Nicholas, jt. author
Van Reenen, John, jt. author
Journal Title: 
Harvard Business Review
Source: 
Harvard Business Review, Vol. 95, No. 5, September-October 2017, pp. 120-127
Abstract: 

Conventional wisdom among corporate strategists is that better management processes are not a basis for competitive advantage. There are three key problems with this line of thought. First, little evidence exists that effective processes can be copied successfully. Second, variations in process quality will persist over time. Third, best-quality management processes correlate significantly with strategic success measurements. Core processes include operations management such as lean techniques; performance monitoring such as discussion of results; target setting such as level of challenge and time horizon; and talent management, such as stretch goals and employee value propositions.

Language: 

CITATION: Sadun, Raffaella. Why do we undervalue competent management? Neither great leadership nor brilliant strategy matters without operational excellence . : Harvard Business School Press , 2017. Harvard Business Review, Vol. 95, No. 5, September-October 2017, pp. 120-127 - Available at: http://library.au.int/why-do-we-undervalue-competent-management-neither-great-leadership-nor-brilliant-strategy-matters