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Directions: Answer the given question based on the following passage.For all the hype and the management charts and the impenetrable language, ultimately what the product consultancies sell is brains. Not the sort that have been schooled in a particular discipline, such as law or accountancy. But the kind that they hope could be set to resolving almost any business problem under the sun. No wonder, then that brains are at a premium; and no wonder that consultants are excited by what they call thought leadership.Ideas, they are convinced, are a source of competitive advantage. They help to attract customers. According to Richard Foster at McKinsey, consultancies now need to offer not just independent advice, but alternative ways of seeing the world. Bosses are endlessly curious about management theory, partly because they are always looking for ways of beating the competition, partly because more and more of them have studied management at business school.Ideas are useful for attracting and keeping clever recruits. Many MBA students go into consultancy because they think it will be more intellectually demanding and varied than mainstream management. Mr Gupta recalls that he joined McKinsey after Harvard because it seemed to be a sort of super business school. And many stay because they hope to produce a book or article that will turn them into gurus. Ideas are essential to corporate regeneration. Consultancies that merely apply peoples ideas rapidly go downhill.When it comes to producing those ground-breaking ideas, consultancies rely on a variety of techniques. First, they encourage their own people to be creative, using sabbaticals, promotions, prizes and pay rises as incentives. Gemini has established a thinking room in its Morristown headquarters where consultants can sit in isolation: booths, put on goggles and think deep thoughts. McKinsey is spending more money on intellectual capital, and is trying some structure on its traditionally laissez-faire approach to generating ideas. It is establishing research programmes on subjects such as growth, globalisation and the future shape of companies, and has set up a sort of internal mental Olympics in which 150 teams of junior McKinseyites compete to impress their seniors with their management thinking.The consultancies second line of approach is to form alliance with business schools and business thinkers. A.T. Kearney is sponsoring research on the future shape of companies at the Massachusetts Institute of Technology; Booz-Allen on the changing social contract at the London Business School; and Anderson Consulting on learning at Northwestern University, to name but three of hundreds of projects. CSC Index puts on seminars at which outside gurus ponder issues such as creativity or the changing role of chief executives.Yet the path to thought leadership is strewn with pitfalls. It is all very well to develop an eye-catching product such as re-engineering or Economic Value Added, and throw the weight of the organisation behind marketing it; but other companies, many of them with more resources, may pinch the lead and improve on it, and eventually the market for the product will cool, leaving its inventor desperate for something else to sell.Establishing and retaining intellectual leadership clearly takes strong management skills. Curiously enough in the management consultancy business these appear to be in short supply.Q.According to the author, the threat to the concept of "thought leadership" is thata)the concept itself is transient in nature and less practical than other concrete approachesb)it requires continuous change on the part of the market alsoc)in the absence of patronisation, it may lose steamd)in the absence of adequate resources, the concept may eventually fall behindCorrect answer is option 'D'. Can you explain this answer? for CAT 2024 is part of CAT preparation. The Question and answers have been prepared according to the CAT exam syllabus. Information about Directions: Answer the given question based on the following passage.For all the hype and the management charts and the impenetrable language, ultimately what the product consultancies sell is brains. Not the sort that have been schooled in a particular discipline, such as law or accountancy. But the kind that they hope could be set to resolving almost any business problem under the sun. No wonder, then that brains are at a premium; and no wonder that consultants are excited by what they call thought leadership.Ideas, they are convinced, are a source of competitive advantage. They help to attract customers. According to Richard Foster at McKinsey, consultancies now need to offer not just independent advice, but alternative ways of seeing the world. Bosses are endlessly curious about management theory, partly because they are always looking for ways of beating the competition, partly because more and more of them have studied management at business school.Ideas are useful for attracting and keeping clever recruits. Many MBA students go into consultancy because they think it will be more intellectually demanding and varied than mainstream management. Mr Gupta recalls that he joined McKinsey after Harvard because it seemed to be a sort of super business school. And many stay because they hope to produce a book or article that will turn them into gurus. Ideas are essential to corporate regeneration. Consultancies that merely apply peoples ideas rapidly go downhill.When it comes to producing those ground-breaking ideas, consultancies rely on a variety of techniques. First, they encourage their own people to be creative, using sabbaticals, promotions, prizes and pay rises as incentives. Gemini has established a thinking room in its Morristown headquarters where consultants can sit in isolation: booths, put on goggles and think deep thoughts. McKinsey is spending more money on intellectual capital, and is trying some structure on its traditionally laissez-faire approach to generating ideas. It is establishing research programmes on subjects such as growth, globalisation and the future shape of companies, and has set up a sort of internal mental Olympics in which 150 teams of junior McKinseyites compete to impress their seniors with their management thinking.The consultancies second line of approach is to form alliance with business schools and business thinkers. A.T. Kearney is sponsoring research on the future shape of companies at the Massachusetts Institute of Technology; Booz-Allen on the changing social contract at the London Business School; and Anderson Consulting on learning at Northwestern University, to name but three of hundreds of projects. CSC Index puts on seminars at which outside gurus ponder issues such as creativity or the changing role of chief executives.Yet the path to thought leadership is strewn with pitfalls. It is all very well to develop an eye-catching product such as re-engineering or Economic Value Added, and throw the weight of the organisation behind marketing it; but other companies, many of them with more resources, may pinch the lead and improve on it, and eventually the market for the product will cool, leaving its inventor desperate for something else to sell.Establishing and retaining intellectual leadership clearly takes strong management skills. Curiously enough in the management consultancy business these appear to be in short supply.Q.According to the author, the threat to the concept of "thought leadership" is thata)the concept itself is transient in nature and less practical than other concrete approachesb)it requires continuous change on the part of the market alsoc)in the absence of patronisation, it may lose steamd)in the absence of adequate resources, the concept may eventually fall behindCorrect answer is option 'D'. Can you explain this answer? covers all topics & solutions for CAT 2024 Exam. Find important definitions, questions, meanings, examples, exercises and tests below for Directions: Answer the given question based on the following passage.For all the hype and the management charts and the impenetrable language, ultimately what the product consultancies sell is brains. Not the sort that have been schooled in a particular discipline, such as law or accountancy. But the kind that they hope could be set to resolving almost any business problem under the sun. No wonder, then that brains are at a premium; and no wonder that consultants are excited by what they call thought leadership.Ideas, they are convinced, are a source of competitive advantage. They help to attract customers. According to Richard Foster at McKinsey, consultancies now need to offer not just independent advice, but alternative ways of seeing the world. Bosses are endlessly curious about management theory, partly because they are always looking for ways of beating the competition, partly because more and more of them have studied management at business school.Ideas are useful for attracting and keeping clever recruits. Many MBA students go into consultancy because they think it will be more intellectually demanding and varied than mainstream management. Mr Gupta recalls that he joined McKinsey after Harvard because it seemed to be a sort of super business school. And many stay because they hope to produce a book or article that will turn them into gurus. Ideas are essential to corporate regeneration. Consultancies that merely apply peoples ideas rapidly go downhill.When it comes to producing those ground-breaking ideas, consultancies rely on a variety of techniques. First, they encourage their own people to be creative, using sabbaticals, promotions, prizes and pay rises as incentives. Gemini has established a thinking room in its Morristown headquarters where consultants can sit in isolation: booths, put on goggles and think deep thoughts. McKinsey is spending more money on intellectual capital, and is trying some structure on its traditionally laissez-faire approach to generating ideas. It is establishing research programmes on subjects such as growth, globalisation and the future shape of companies, and has set up a sort of internal mental Olympics in which 150 teams of junior McKinseyites compete to impress their seniors with their management thinking.The consultancies second line of approach is to form alliance with business schools and business thinkers. A.T. Kearney is sponsoring research on the future shape of companies at the Massachusetts Institute of Technology; Booz-Allen on the changing social contract at the London Business School; and Anderson Consulting on learning at Northwestern University, to name but three of hundreds of projects. CSC Index puts on seminars at which outside gurus ponder issues such as creativity or the changing role of chief executives.Yet the path to thought leadership is strewn with pitfalls. It is all very well to develop an eye-catching product such as re-engineering or Economic Value Added, and throw the weight of the organisation behind marketing it; but other companies, many of them with more resources, may pinch the lead and improve on it, and eventually the market for the product will cool, leaving its inventor desperate for something else to sell.Establishing and retaining intellectual leadership clearly takes strong management skills. Curiously enough in the management consultancy business these appear to be in short supply.Q.According to the author, the threat to the concept of "thought leadership" is thata)the concept itself is transient in nature and less practical than other concrete approachesb)it requires continuous change on the part of the market alsoc)in the absence of patronisation, it may lose steamd)in the absence of adequate resources, the concept may eventually fall behindCorrect answer is option 'D'. Can you explain this answer?.

Solutions for Directions: Answer the given question based on the following passage.For all the hype and the management charts and the impenetrable language, ultimately what the product consultancies sell is brains. Not the sort that have been schooled in a particular discipline, such as law or accountancy. But the kind that they hope could be set to resolving almost any business problem under the sun. No wonder, then that brains are at a premium; and no wonder that consultants are excited by what they call thought leadership.Ideas, they are convinced, are a source of competitive advantage. They help to attract customers. According to Richard Foster at McKinsey, consultancies now need to offer not just independent advice, but alternative ways of seeing the world. Bosses are endlessly curious about management theory, partly because they are always looking for ways of beating the competition, partly because more and more of them have studied management at business school.Ideas are useful for attracting and keeping clever recruits. Many MBA students go into consultancy because they think it will be more intellectually demanding and varied than mainstream management. Mr Gupta recalls that he joined McKinsey after Harvard because it seemed to be a sort of super business school. And many stay because they hope to produce a book or article that will turn them into gurus. Ideas are essential to corporate regeneration. Consultancies that merely apply peoples ideas rapidly go downhill.When it comes to producing those ground-breaking ideas, consultancies rely on a variety of techniques. First, they encourage their own people to be creative, using sabbaticals, promotions, prizes and pay rises as incentives. Gemini has established a thinking room in its Morristown headquarters where consultants can sit in isolation: booths, put on goggles and think deep thoughts. McKinsey is spending more money on intellectual capital, and is trying some structure on its traditionally laissez-faire approach to generating ideas. It is establishing research programmes on subjects such as growth, globalisation and the future shape of companies, and has set up a sort of internal mental Olympics in which 150 teams of junior McKinseyites compete to impress their seniors with their management thinking.The consultancies second line of approach is to form alliance with business schools and business thinkers. A.T. Kearney is sponsoring research on the future shape of companies at the Massachusetts Institute of Technology; Booz-Allen on the changing social contract at the London Business School; and Anderson Consulting on learning at Northwestern University, to name but three of hundreds of projects. CSC Index puts on seminars at which outside gurus ponder issues such as creativity or the changing role of chief executives.Yet the path to thought leadership is strewn with pitfalls. It is all very well to develop an eye-catching product such as re-engineering or Economic Value Added, and throw the weight of the organisation behind marketing it; but other companies, many of them with more resources, may pinch the lead and improve on it, and eventually the market for the product will cool, leaving its inventor desperate for something else to sell.Establishing and retaining intellectual leadership clearly takes strong management skills. Curiously enough in the management consultancy business these appear to be in short supply.Q.According to the author, the threat to the concept of "thought leadership" is thata)the concept itself is transient in nature and less practical than other concrete approachesb)it requires continuous change on the part of the market alsoc)in the absence of patronisation, it may lose steamd)in the absence of adequate resources, the concept may eventually fall behindCorrect answer is option 'D'. Can you explain this answer? in English & in Hindi are available as part of our courses for CAT. Download more important topics, notes, lectures and mock test series for CAT Exam by signing up for free.

Here you can find the meaning of Directions: Answer the given question based on the following passage.For all the hype and the management charts and the impenetrable language, ultimately what the product consultancies sell is brains. Not the sort that have been schooled in a particular discipline, such as law or accountancy. But the kind that they hope could be set to resolving almost any business problem under the sun. No wonder, then that brains are at a premium; and no wonder that consultants are excited by what they call thought leadership.Ideas, they are convinced, are a source of competitive advantage. They help to attract customers. According to Richard Foster at McKinsey, consultancies now need to offer not just independent advice, but alternative ways of seeing the world. Bosses are endlessly curious about management theory, partly because they are always looking for ways of beating the competition, partly because more and more of them have studied management at business school.Ideas are useful for attracting and keeping clever recruits. Many MBA students go into consultancy because they think it will be more intellectually demanding and varied than mainstream management. Mr Gupta recalls that he joined McKinsey after Harvard because it seemed to be a sort of super business school. And many stay because they hope to produce a book or article that will turn them into gurus. Ideas are essential to corporate regeneration. Consultancies that merely apply peoples ideas rapidly go downhill.When it comes to producing those ground-breaking ideas, consultancies rely on a variety of techniques. First, they encourage their own people to be creative, using sabbaticals, promotions, prizes and pay rises as incentives. Gemini has established a thinking room in its Morristown headquarters where consultants can sit in isolation: booths, put on goggles and think deep thoughts. McKinsey is spending more money on intellectual capital, and is trying some structure on its traditionally laissez-faire approach to generating ideas. It is establishing research programmes on subjects such as growth, globalisation and the future shape of companies, and has set up a sort of internal mental Olympics in which 150 teams of junior McKinseyites compete to impress their seniors with their management thinking.The consultancies second line of approach is to form alliance with business schools and business thinkers. A.T. Kearney is sponsoring research on the future shape of companies at the Massachusetts Institute of Technology; Booz-Allen on the changing social contract at the London Business School; and Anderson Consulting on learning at Northwestern University, to name but three of hundreds of projects. CSC Index puts on seminars at which outside gurus ponder issues such as creativity or the changing role of chief executives.Yet the path to thought leadership is strewn with pitfalls. It is all very well to develop an eye-catching product such as re-engineering or Economic Value Added, and throw the weight of the organisation behind marketing it; but other companies, many of them with more resources, may pinch the lead and improve on it, and eventually the market for the product will cool, leaving its inventor desperate for something else to sell.Establishing and retaining intellectual leadership clearly takes strong management skills. Curiously enough in the management consultancy business these appear to be in short supply.Q.According to the author, the threat to the concept of "thought leadership" is thata)the concept itself is transient in nature and less practical than other concrete approachesb)it requires continuous change on the part of the market alsoc)in the absence of patronisation, it may lose steamd)in the absence of adequate resources, the concept may eventually fall behindCorrect answer is option 'D'. Can you explain this answer? defined & explained in the simplest way possible. Besides giving the explanation of Directions: Answer the given question based on the following passage.For all the hype and the management charts and the impenetrable language, ultimately what the product consultancies sell is brains. Not the sort that have been schooled in a particular discipline, such as law or accountancy. But the kind that they hope could be set to resolving almost any business problem under the sun. No wonder, then that brains are at a premium; and no wonder that consultants are excited by what they call thought leadership.Ideas, they are convinced, are a source of competitive advantage. They help to attract customers. According to Richard Foster at McKinsey, consultancies now need to offer not just independent advice, but alternative ways of seeing the world. Bosses are endlessly curious about management theory, partly because they are always looking for ways of beating the competition, partly because more and more of them have studied management at business school.Ideas are useful for attracting and keeping clever recruits. Many MBA students go into consultancy because they think it will be more intellectually demanding and varied than mainstream management. Mr Gupta recalls that he joined McKinsey after Harvard because it seemed to be a sort of super business school. And many stay because they hope to produce a book or article that will turn them into gurus. Ideas are essential to corporate regeneration. Consultancies that merely apply peoples ideas rapidly go downhill.When it comes to producing those ground-breaking ideas, consultancies rely on a variety of techniques. First, they encourage their own people to be creative, using sabbaticals, promotions, prizes and pay rises as incentives. Gemini has established a thinking room in its Morristown headquarters where consultants can sit in isolation: booths, put on goggles and think deep thoughts. McKinsey is spending more money on intellectual capital, and is trying some structure on its traditionally laissez-faire approach to generating ideas. It is establishing research programmes on subjects such as growth, globalisation and the future shape of companies, and has set up a sort of internal mental Olympics in which 150 teams of junior McKinseyites compete to impress their seniors with their management thinking.The consultancies second line of approach is to form alliance with business schools and business thinkers. A.T. Kearney is sponsoring research on the future shape of companies at the Massachusetts Institute of Technology; Booz-Allen on the changing social contract at the London Business School; and Anderson Consulting on learning at Northwestern University, to name but three of hundreds of projects. CSC Index puts on seminars at which outside gurus ponder issues such as creativity or the changing role of chief executives.Yet the path to thought leadership is strewn with pitfalls. It is all very well to develop an eye-catching product such as re-engineering or Economic Value Added, and throw the weight of the organisation behind marketing it; but other companies, many of them with more resources, may pinch the lead and improve on it, and eventually the market for the product will cool, leaving its inventor desperate for something else to sell.Establishing and retaining intellectual leadership clearly takes strong management skills. Curiously enough in the management consultancy business these appear to be in short supply.Q.According to the author, the threat to the concept of "thought leadership" is thata)the concept itself is transient in nature and less practical than other concrete approachesb)it requires continuous change on the part of the market alsoc)in the absence of patronisation, it may lose steamd)in the absence of adequate resources, the concept may eventually fall behindCorrect answer is option 'D'. Can you explain this answer?, a detailed solution for Directions: Answer the given question based on the following passage.For all the hype and the management charts and the impenetrable language, ultimately what the product consultancies sell is brains. Not the sort that have been schooled in a particular discipline, such as law or accountancy. But the kind that they hope could be set to resolving almost any business problem under the sun. No wonder, then that brains are at a premium; and no wonder that consultants are excited by what they call thought leadership.Ideas, they are convinced, are a source of competitive advantage. They help to attract customers. According to Richard Foster at McKinsey, consultancies now need to offer not just independent advice, but alternative ways of seeing the world. Bosses are endlessly curious about management theory, partly because they are always looking for ways of beating the competition, partly because more and more of them have studied management at business school.Ideas are useful for attracting and keeping clever recruits. Many MBA students go into consultancy because they think it will be more intellectually demanding and varied than mainstream management. Mr Gupta recalls that he joined McKinsey after Harvard because it seemed to be a sort of super business school. And many stay because they hope to produce a book or article that will turn them into gurus. Ideas are essential to corporate regeneration. Consultancies that merely apply peoples ideas rapidly go downhill.When it comes to producing those ground-breaking ideas, consultancies rely on a variety of techniques. First, they encourage their own people to be creative, using sabbaticals, promotions, prizes and pay rises as incentives. Gemini has established a thinking room in its Morristown headquarters where consultants can sit in isolation: booths, put on goggles and think deep thoughts. McKinsey is spending more money on intellectual capital, and is trying some structure on its traditionally laissez-faire approach to generating ideas. It is establishing research programmes on subjects such as growth, globalisation and the future shape of companies, and has set up a sort of internal mental Olympics in which 150 teams of junior McKinseyites compete to impress their seniors with their management thinking.The consultancies second line of approach is to form alliance with business schools and business thinkers. A.T. Kearney is sponsoring research on the future shape of companies at the Massachusetts Institute of Technology; Booz-Allen on the changing social contract at the London Business School; and Anderson Consulting on learning at Northwestern University, to name but three of hundreds of projects. CSC Index puts on seminars at which outside gurus ponder issues such as creativity or the changing role of chief executives.Yet the path to thought leadership is strewn with pitfalls. It is all very well to develop an eye-catching product such as re-engineering or Economic Value Added, and throw the weight of the organisation behind marketing it; but other companies, many of them with more resources, may pinch the lead and improve on it, and eventually the market for the product will cool, leaving its inventor desperate for something else to sell.Establishing and retaining intellectual leadership clearly takes strong management skills. Curiously enough in the management consultancy business these appear to be in short supply.Q.According to the author, the threat to the concept of "thought leadership" is thata)the concept itself is transient in nature and less practical than other concrete approachesb)it requires continuous change on the part of the market alsoc)in the absence of patronisation, it may lose steamd)in the absence of adequate resources, the concept may eventually fall behindCorrect answer is option 'D'. Can you explain this answer? has been provided alongside types of Directions: Answer the given question based on the following passage.For all the hype and the management charts and the impenetrable language, ultimately what the product consultancies sell is brains. Not the sort that have been schooled in a particular discipline, such as law or accountancy. But the kind that they hope could be set to resolving almost any business problem under the sun. No wonder, then that brains are at a premium; and no wonder that consultants are excited by what they call thought leadership.Ideas, they are convinced, are a source of competitive advantage. They help to attract customers. According to Richard Foster at McKinsey, consultancies now need to offer not just independent advice, but alternative ways of seeing the world. Bosses are endlessly curious about management theory, partly because they are always looking for ways of beating the competition, partly because more and more of them have studied management at business school.Ideas are useful for attracting and keeping clever recruits. Many MBA students go into consultancy because they think it will be more intellectually demanding and varied than mainstream management. Mr Gupta recalls that he joined McKinsey after Harvard because it seemed to be a sort of super business school. And many stay because they hope to produce a book or article that will turn them into gurus. Ideas are essential to corporate regeneration. Consultancies that merely apply peoples ideas rapidly go downhill.When it comes to producing those ground-breaking ideas, consultancies rely on a variety of techniques. First, they encourage their own people to be creative, using sabbaticals, promotions, prizes and pay rises as incentives. Gemini has established a thinking room in its Morristown headquarters where consultants can sit in isolation: booths, put on goggles and think deep thoughts. McKinsey is spending more money on intellectual capital, and is trying some structure on its traditionally laissez-faire approach to generating ideas. It is establishing research programmes on subjects such as growth, globalisation and the future shape of companies, and has set up a sort of internal mental Olympics in which 150 teams of junior McKinseyites compete to impress their seniors with their management thinking.The consultancies second line of approach is to form alliance with business schools and business thinkers. A.T. Kearney is sponsoring research on the future shape of companies at the Massachusetts Institute of Technology; Booz-Allen on the changing social contract at the London Business School; and Anderson Consulting on learning at Northwestern University, to name but three of hundreds of projects. CSC Index puts on seminars at which outside gurus ponder issues such as creativity or the changing role of chief executives.Yet the path to thought leadership is strewn with pitfalls. It is all very well to develop an eye-catching product such as re-engineering or Economic Value Added, and throw the weight of the organisation behind marketing it; but other companies, many of them with more resources, may pinch the lead and improve on it, and eventually the market for the product will cool, leaving its inventor desperate for something else to sell.Establishing and retaining intellectual leadership clearly takes strong management skills. Curiously enough in the management consultancy business these appear to be in short supply.Q.According to the author, the threat to the concept of "thought leadership" is thata)the concept itself is transient in nature and less practical than other concrete approachesb)it requires continuous change on the part of the market alsoc)in the absence of patronisation, it may lose steamd)in the absence of adequate resources, the concept may eventually fall behindCorrect answer is option 'D'. Can you explain this answer? theory, EduRev gives you an ample number of questions to practice Directions: Answer the given question based on the following passage.For all the hype and the management charts and the impenetrable language, ultimately what the product consultancies sell is brains. Not the sort that have been schooled in a particular discipline, such as law or accountancy. But the kind that they hope could be set to resolving almost any business problem under the sun. No wonder, then that brains are at a premium; and no wonder that consultants are excited by what they call thought leadership.Ideas, they are convinced, are a source of competitive advantage. They help to attract customers. According to Richard Foster at McKinsey, consultancies now need to offer not just independent advice, but alternative ways of seeing the world. Bosses are endlessly curious about management theory, partly because they are always looking for ways of beating the competition, partly because more and more of them have studied management at business school.Ideas are useful for attracting and keeping clever recruits. Many MBA students go into consultancy because they think it will be more intellectually demanding and varied than mainstream management. Mr Gupta recalls that he joined McKinsey after Harvard because it seemed to be a sort of super business school. And many stay because they hope to produce a book or article that will turn them into gurus. Ideas are essential to corporate regeneration. Consultancies that merely apply peoples ideas rapidly go downhill.When it comes to producing those ground-breaking ideas, consultancies rely on a variety of techniques. First, they encourage their own people to be creative, using sabbaticals, promotions, prizes and pay rises as incentives. Gemini has established a thinking room in its Morristown headquarters where consultants can sit in isolation: booths, put on goggles and think deep thoughts. McKinsey is spending more money on intellectual capital, and is trying some structure on its traditionally laissez-faire approach to generating ideas. It is establishing research programmes on subjects such as growth, globalisation and the future shape of companies, and has set up a sort of internal mental Olympics in which 150 teams of junior McKinseyites compete to impress their seniors with their management thinking.The consultancies second line of approach is to form alliance with business schools and business thinkers. A.T. Kearney is sponsoring research on the future shape of companies at the Massachusetts Institute of Technology; Booz-Allen on the changing social contract at the London Business School; and Anderson Consulting on learning at Northwestern University, to name but three of hundreds of projects. CSC Index puts on seminars at which outside gurus ponder issues such as creativity or the changing role of chief executives.Yet the path to thought leadership is strewn with pitfalls. It is all very well to develop an eye-catching product such as re-engineering or Economic Value Added, and throw the weight of the organisation behind marketing it; but other companies, many of them with more resources, may pinch the lead and improve on it, and eventually the market for the product will cool, leaving its inventor desperate for something else to sell.Establishing and retaining intellectual leadership clearly takes strong management skills. Curiously enough in the management consultancy business these appear to be in short supply.Q.According to the author, the threat to the concept of "thought leadership" is thata)the concept itself is transient in nature and less practical than other concrete approachesb)it requires continuous change on the part of the market alsoc)in the absence of patronisation, it may lose steamd)in the absence of adequate resources, the concept may eventually fall behindCorrect answer is option 'D'. Can you explain this answer? tests, examples and also practice CAT tests.