Managing the Knowledge-Intensive Firm

Nicolaj Ejler is Director at Rambøll Management Consulting, DenmarkFlemming Poulfelt is Professor of Management & Strategy and Vice Dean at Copenhagen Business School, DenmarkFiona Czerniawska is Joint Managing Director and co-founder of Source Information Services Ltd, UK

• Introduction  1. Value Creation in Knowledge-Intensive Firms  2. What Do Clients Buy?  3. The Inner Workings of Knowledge-Intensive Firms  4. Consistent Strategy and the Client  5. Employee Capital  6. Shaping Behaviour: Values and Cultural Modelling  7. Relations with Clients Rules Strategy Execution  8. Holistic Management: The Pyramid at Play  9. Epilogue

'Provides a useful summary in the area of knowledge-intensive firms. It applies the theory to practice for researchers' Sajjad M. Jasimuddin, Aberystwyth University, UK'Knowledge-intensive businesses represent perhaps the most attractive segment for many companies from the developed world to focus on. This book makes a significant contribution to how to make knowledge-intensive firms successful. Above all, the focus on innovations and entrepreneurship in such firms is key. This book represents a must read to all leaders who are taking their final steps from product-focus to knowledge-intensity.'Peter Lorange, President, Lorange Institute of Business Zurich'This book is an important book for those involved in the leadership of knowledge-intensive firms. It provides new insights about such leaders, while building constructively on earlier books about such firms.'Jay W. Lorsch, Harvard Business School, USA'In a strong and systematic way the authors present a refreshing approach to the challenges and conditions for managing knowledge-intensive organizations based on highly skilled professionals. They have clear suggestions for a new paradigm for managing these organizations whether private, public or third sector.' Claes Nilas, Permanent Secretary, Danish Ministry of Refugee, Integration and Immigration Affairs'Managing knowledge-intensive firms fills an important gap since it concentrates on an important theme that is still relatively neglected – how to run a firm successfully. Everyone with leadership responsibility in our sector will find useful lessons here.' Alan Leaman, Chief Executive, Management Consultancies Association