ARM makes social approach work for business

In a chat with Management Next, William Parson, Executive Vice President - HR, of microprocessor leader ARM, shares how his company is able to balance its social, financial and shareholder interests and emerge as one of Europe's best companies.

What are your unique people policies?
We focus 100% on intellectual capital. We got a culture purely focused on IP cration. We are 22-year old UK-based company with 1,700 people. 60% of them are out of UK, 300 in Banglore.

We design the microprocessor, which goes into the mobile phone, digital camera, MP3 players etc. Today, there are around the world, which is one per person. We license our IP to semiconductor companies which make chips.

At ARM, we combine the best of Eastern and Western Practices. We do it with a very consenual team-oriented structure. Unlike the American companies which tend to be much more individualistic - kind of a hire and fire culture, our company is built upon what we call social capital.
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Article taken from the issue: November

Innovation is 80% operational excellence, says Immelt

Jeffrey Immelt, chairman of GE, a champion of Six Sigma, told The Economist (October 11, 2007) that "operational excellence" is the crucial part of innovation, not a fuzzy ideas generation bit. He suggests that "passion and vision" might make up just 20% of the process.

In an article titled 'Innovation turning from art to science,' the author quoted Larry Keeley of Doblin, an innovation consultancy, who daid: "Creativity is maybe 2% of the innovation process. It's a vanishingly small component, and it's the part you can acquire from outside the firm."

Despite difficulties in trying to define it, the innovation process is steadily becoming a practical science to be measured, taught and managed. Clayton Christensen, a professor as Harvard Business School
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Article taken from the issue: November

Formalizing informal networks

Authors Lowell L. Bryan, Eric Matson, And Leigh M.Weiss, in the latest issue of McKinsey Quarterly have observed that most large corporations have dozens if not hundreds of informal networks, which go by the name of peer groups, communities of practice, or functional councils- or have no title at all. These network organize and reorganize themselves and extend there reach via cell phones, Blackberries, community Web sites, and other accessories of the digital age.

As network widen and deepen, they can mobilize talent and knowledge across the enterprise. They also help why some intangible-rich companies, such as GE have increased in scale and scope and boast superior performance.

Rather than forcing employees to go up and down hierarchical chains of command, formal networks create pathways for..
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Article taken from the issue: November

Happy 25th anniversary to ' Insearch of excellence '

On the 15th October, 1982, Tom Peters received a small package from New York at his Palo Alto office when he returned from a meeting in mid-afternoon and opened the package. There were two copies of his first book, from an initial print run of 5,000 copies. With delight, Tom fondled the book and headed off to Cupertino with the senior executive at Apple, then a little company with about 200 employees.

And now, exactly 25 years later,
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It's time to reinvent Management : Hamel

Gary Hamel is distraught at the way Management is lagging behind all other sciences and that very little effort is being made by the acamedia. He is frustrated with the fact that so few management professors seem committed to inventing the future of management.

"Unlike their counterparts in medicine, engineering, and computer science, business school professor don't generally see themselves as the inventors of new methods, tools and approaches most study managament as it is, and...To read the complete article click here: http://emagazine.managementnext.com
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World Wide Computer

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