Summary: The Knowing-Doing Gap
Review and Analysis of Pfeffer and Sutton's Book
BusinessNews Publishing
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Summary: The Knowing-Doing Gap
Review and Analysis of Pfeffer and Sutton's Book
BusinessNews Publishing
Ă propos de ce livre
The must-read summary of Jeffrey Pfeffer and Robert Sutton's book: `The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action`.
This complete summary of the ideas from Jeffrey Pfeffer and Robert Sutton's book `The Knowing-Doing Gap` raises a crucial question: why do elements such as education, training and business research generate so little change in what managers and organisations do? According to the authors, knowledge is good, but action is better. They demonstrate that value in the real world is created by the transformation of knowledge into action.
Added-value of this summary:
âą Save time
âą Understand key concepts
âą Expand your business knowledge
To learn more, read `The Knowing-Doing Gap` and find out how you can take your knowledge and turn it into valuable action.
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Summary of The Knowing-Doing Gap (Jeffrey Pfeffer and Robert Sutton)
Bridge #1
Understanding the âwhyâ of anything is always more important than the âhowâ.
- Their general business model â how the business generates a revenue stream and profits.
- Their theories on operational performance â how the business is organized, and how to obtain help when needed.
- The core values which guide the firm.
- It will be harder for competitors to copy. If a competitor attempts to copy whatâs done without understanding the underlying philosophy of why itâs done, theyâre unlikely to be successful.
- A competitive advantage can be earned. Simply, competitive advantage means to be able to do something others canât. Thus, knowing something unique isnât a competitive advantage. Doing something unique is.
- You learn far more by doing than by reading. Many occupations call for essential skills and knowledge to be acquired through practice rather than by study. For example, pilots, military personnel and surgeons learn primarily by doing. Business managers that do the same will understand everything better than others.
- You wonât mistake tradition for original thinking. Organizations that are able to learn and adapt to the evolving needs of the marketplace have a significant competitive advantage. That flexibility allows them to learn and adapt, to communicate with and serve new market segments, to enter into new strategic alliances with other market partners and to do whatever is required to achieve a high level of performance. In short, they create success.