Encouraging challenges to the status quo, leaders of organizations in the new century will need to share knowledge with--and empower-ALL their employees.
Changing Roles:
Leadership in the 21st Century
GREGORY G. DESS JOSEPH C. PICKEN
O nizational leaders face a whole new set of management challenges. The globalization
of markets and the rapid diffusion of information and communications technologies have transformed the economies of the developed countries of the world. Citing a recent OECD study, the Economist points out that more than half of the total GDP in the rich economies is now knowledgebased, including industries such as telecommunications, computers, software, pharmaceuticals, education and television. High-tech industries have nearly doubled their share of manufacturing output over the past two decades, to around 25 percent, and knowledge-intensive services are growing even faster. Knowledge worke r s . . , from brain surgeons to journali s t s . . . [now] account for eight out of ten new jobs. In industry after industry, it's no longer just a game of market p o w e r and financial muscle, economies of scale, and breadth of scope. Over the past century, the locus of
18
O R G A N I Z A T I O N A L DYNAMICS
n the threshold of the 21st century, orga-
wealth creation has shifted from capitalintensive industries like steel and automobiles to information-intensive industries like information services, financial services, and logistics. As we stand on the threshold of the knowledge age, the most powerful sources of growth, employment, and wealth creation are found in innovation-driven industrie~ computer software, biotechnology, and the like-where innovation, flexibility, responsiveness, and the creative redefinition of markets and opportunities are the new sources of competitive advantage. As the strategic emphasis shifts from the efficient management of mass markets and tangible assets to innovation and the effective utilization of... [continues]
Changing Roles:
Leadership in the 21st Century
GREGORY G. DESS JOSEPH C. PICKEN
O nizational leaders face a whole new set of management challenges. The globalization
of markets and the rapid diffusion of information and communications technologies have transformed the economies of the developed countries of the world. Citing a recent OECD study, the Economist points out that more than half of the total GDP in the rich economies is now knowledgebased, including industries such as telecommunications, computers, software, pharmaceuticals, education and television. High-tech industries have nearly doubled their share of manufacturing output over the past two decades, to around 25 percent, and knowledge-intensive services are growing even faster. Knowledge worke r s . . , from brain surgeons to journali s t s . . . [now] account for eight out of ten new jobs. In industry after industry, it's no longer just a game of market p o w e r and financial muscle, economies of scale, and breadth of scope. Over the past century, the locus of
18
O R G A N I Z A T I O N A L DYNAMICS
n the threshold of the 21st century, orga-
wealth creation has shifted from capitalintensive industries like steel and automobiles to information-intensive industries like information services, financial services, and logistics. As we stand on the threshold of the knowledge age, the most powerful sources of growth, employment, and wealth creation are found in innovation-driven industrie~ computer software, biotechnology, and the like-where innovation, flexibility, responsiveness, and the creative redefinition of markets and opportunities are the new sources of competitive advantage. As the strategic emphasis shifts from the efficient management of mass markets and tangible assets to innovation and the effective utilization of... [continues]
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