Kanter¡¦s Ideas Give a Blueprint for the New Millennium

Dr. Kanter has created highly attractive and visionary ideas for how organizations can survive in a world that is changing constantly. Our objective is to identify significant issues for the new millennium and analyze whether Kanter¡¦s ideas give a blueprint for quality and business management leadership in a high technology environment.

„« competence - the ability to operate at the highest standards of any place anywhere; and

In 'World Class' she attempts both to define the agenda that is being set for all people by a rapidly globalising economy and to suggest strategies for coping with the resulting changes. 'Success', she argues, 'will come from the ability to meet world standards and join world networks ...' Admission to the world class for individuals, companies and communities will increasingly depend on their ability to develop three intangible assets (the three Cs):

The strategic implications of globalisation for regional development provide a third incentive for managers of change to pay attention to Kanter's work. She makes it clear how important it is for cities to understand what it will take for them to become magnets for attracting people and companies who can underpin regions as international centres of innovation, manufacturing or trading.

Firstly, moving to e-commerce business models requires supply chain partners to change their behaviour and even to step aside, but customers, suppliers or key partners might not have the tools or desire for change. In addition, e-commerce can threaten those dependent on traditional business relationships. Secondly, sometimes employees do not have the education or tools to shift to e-business models. Companies could find it hard to recruit and afford enough good technical people, those whose skills are in highest demand. Moreover, it requires organizations to invest much more money in people, which could lead the organizations to encounter a financial dilemma. Consequently, human resource constraints will occur.

Although impressive in its exhaustive research, the book may lose emphasis post-1996. Does the advice appear to show relevance to something new? We think so. In 2003 although it is already well trodden ground that empowerment and employee rewards are the platform for a successful infrastructure, Kanter¡¦s optimism and futurist ideas in the context of growth present an appealing model of high performing teams, whilst breaking bureaucratic moulds and establishing integrated working cultures.

„« Develop collaborative goals and cooperative relationships with colleagues.

„« Encourage risk-taking and experimentation.

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