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Take a look at the job of a chief customer officer, investigate strategic conversations with customers and learn about performance improvement through core values in this Briefing.

Articles:

Best way to improve your performance: improve how you impart core values
The purpose of this paper is to propose a model for delivering greater customer value through the clear shaping, enhancing, and living of core values. The approach is to construct a model that explains the approach; illustrate it with a number of useful ideas, likely snags, and real examples.

Originally published in the Handbook of Business Strategy Volume 6 Number 1, 2005

Collaboration now a strategic necessity
This paper shares experiences from action research carried out by the author in an SME business setting where collaboration is becoming a strategic necessity. Many industry participants are interested in entering a collaboration, but are concerned about issues of trust, particularly where a new collaboration must be rapidly established to pursue a market opportunity and there is little time for the partners to learn about each other.

Originally published in the Handbook of Business Strategy Volume 6 Number 1, 2005

Hottest new title in the executive suite? Chief customer officer
This article explores the methods and benefits of creating an executive-level position accountable for maintaining and enhancing the value of the customer base as an asset. This position is referred to as chief customer officer (CCO). The article is based on the author?s recent study of companies with a CCO, including Sun Microsystems, Cisco, Hewlett-Packard, Unica, Monster.com, Fidelity, The MathWorks, and others.

Originally published in the Handbook of Business Strategy Volume 6 Number 1, 2005

Knowledge management: how to foster creation and flow
The purpose of this article is to help managers and scholars understand the state-of-the-art in knowledge management (KM) and how it is likely to develop further. The paper draws on many examples and original research to outline a conceptual framework describing the evolution of KM.

Originally published in the Handbook of Business Strategy Volume 6 Number 1, 2005

Strategic conversations with your customers
This paper makes the case that customer feedback is a valuable input to a company?s strategy development. The paper also suggests a process for capturing and using this input. By following this process, a company is more likely to identify a strategy in sync with customer and market demands.

Originally published in the Handbook of Business Strategy Volume 6 Number 1, 2005

The knowledge value chain: a pragmatic knowledge implementation network
In this article, we address the issue of knowledge management (KM) implementation by developing a pragmatic yet theoretically rigorous knowledge implementation framework, referred to hereinafter as the knowledge value chain.

Originally published in the Handbook of Business Strategy Volume 6 Number 1, 2005

Unpredictable ways to release the natural intelligence of your organization
The purpose of this article is to demonstrate the immediate and practical value of a new way of thinking about organizations ? not as machines, but as living things. The article contrasts an old view of organizations as machines with a new view of them as living things. It suggests that an ?emergent? approach to setting strategy is one consequence of the new view.

Originally published in the Handbook of Business Strategy Volume 6 Number 1, 2005

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