Mckinsey's Knowledge Management

Competitive Advantage over other firms – Unique Resources and Capabilities Bower’s Vision – Development of Unique Organizational Culture First Mover Advantage Between Marvin Bower, Ron Daniel, and Fred Gluck, who was the most effective strategic leader? Why do you think so? Upon evaluating each individual’s strategic leadership ability based upon the six elements of effective strategic leadership, we concluded that Fred Gluck was indeed the most effective of the three individuals. The six attributes which a strategic leader can be compared against are listed below. We found that Fred Gluck’s contributions were more pronounced in elements 1 through 4, and where there was not enough material in the case to support any arguments for or against Gluck’s superiority in elements 5 and 6 (Establishing Ethincal Practices, and Establishing Balanced Organizational Controls) we can assume that the contributions of all leaders were similar, or differences were not significant. Determining Strategic Direction Exploiting and Maintaining Core Competencies Developing Human Capital Sustaining an Effective Organizational Culture Emphasizing Ethical Practices Establishing Balanced Organizational Controls {draw:frame} Determining Strategic Direction Exploiting and Maintaining Core Competencies At one time, Daniel realized that most of McKinsey’s knowledge was spread all over the company, and was not codified. Apart from a few publications (Peter’s and Waterman’s In Search of Excellence and Kenichi Ohame’s The Mind of the Strategist), there was no way of tracking what breakthroughs might have been achieved in certain projects, or what might have been some of the creative solutions that had been applied to other client projects. Here too, the most concrete efforts to consolidate company knowledge were undoubtedly those of Fred Gluck: Gluck introduced the idea of “Practice