Sustainable performance in organizations – Best practices from Fujitsu Knowledge Management

In 2012, I realized an intervention for the Macroscope / Knowledge Management team of Fujitsu. This resulted in an article which I share hereafter.

Goal

This article uncovers several elements of leadership that sustainably support high performance. Examples given by the team allow the reader to model these practices in their own activity. Finally, a chapter invites the reader to a more global reflection, by putting Japanese and Quebec cultures into perspective.

Methodology

After six weeks of observation and integration, the author conducted ten interviews from 15 to 40 minutes with the permanent members of the team. The results were compiled according to recurring themes. A nameless questionnaire was done to measure the level of autonomy and the work preferences within the team (80 % of responses). Parallels were then made with different systemic theoretical models.

Findings

Observations confirm that autonomy and cooperation are key factors to achieve and maintain high performance in a team over the long term.

Originality, value

The 15 practices emerged from the team members. The author facilitated the process, linking afterwards the experiences to the current knowledge on group dynamics. The observation took place in a Japanese multinational which is active in Quebec. The subject adresses the best practice of a team dedicated to best practices, i.e. a parallel process.

[Download the 14 pages article, 1 Mo]

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By Fabio Balli from praneo and SENSORICA, partner of ACES-CAKE

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