The New CEO Agenda

Rolf W. Habbel

Chapter Chapter 3 in The Human Factor, 2002, pp 82-147 from Palgrave Macmillan

Abstract: Abstract Businesses operate in the emerging knowledge society in mature, largely saturated markets where innovations are the only means of giving new stimuli and generating additional growth. The conditions of globalisation and digitisation, understood in this instance as the basis of global networking, result in clearly expanded opportunities for one’s own business activities on the plus side, while on the down side they result in heightened competition in formerly customary and often protected own markets, a consequence which is both painful and inevitable. Growth and the ability to compete can only be achieved by management with a new comprehensive, strategic vision of circumstances. Given the conditions for economic activity in Germany at the start of the 21st century, I would again emphasise the need for this strategic paradigm, which is aimed at achieving lasting success, to include, as an essential component, a more person-centred manner of viewing and managing the business. At issue here is stakeholder value, not simply a one-sided consideration of shareholder value. Only where stakeholder value is carefully balanced in the equation can an effort be made to do justice to the people factor as a success factor.

Keywords: Knowledge Management; Social Competence; Customer Orientation; Corporate Culture; Supervisory Board (search for similar items in EconPapers)
Date: 2002
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-51048-7_3

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DOI: 10.1057/9780230510487_3

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