Экономика
Различные книги в жанре ЭкономикаEnterprise 2.0
"Web 2.0" is the portion of the Internet that's interactively produced by many people; it includes Wikipedia, Facebook, Twitter, Delicious, and prediction markets. In just a few years, Web 2.0 communities have demonstrated astonishing levels of innovation, knowledge accumulation, collaboration, and collective intelligence.Now, leading organizations are bringing the Web's novel tools and philosophies inside, creating Enterprise 2.0. In this book, Andrew McAfee shows how they're doing this, and why it's benefiting them. Enterprise 2.0 makes clear that the new technologies are good for much more than just socializing-when properly applied, they help businesses solve pressing problems, capture dispersed and fast-changing knowledge, highlight and leverage expertise, generate and refine ideas, and harness the wisdom of crowds.Most organizations, however, don't find it easy or natural to use these new tools initially. And executives see many possible pitfalls associated with them. Enterprise 2.0 explores these concerns, and shows how business leaders can overcome them.McAfee brings together case studies and examples with key concepts from economics, sociology, computer science, consumer psychology, and management studies and presents them all in a clear, accessible, and entertaining style. Enterprise 2.0 is a must-have resource for all C-suite executives seeking to make technology decisions that are simultaneously powerful, popular, and pragmatic.
Profit at the Bottom of the Ladder
Most managers assume that surviving, especially in recessions, requires slashing wages, benefits, and other workforce expenses. And lowest-skilled workers are often viewed as the most expendable.In Profit at the Bottom of the Ladder, Jody Heymann overturns these assumptions. Drawing from thousands of interviews with employees from front line to C-suite at companies around the world, Heymann shows how enterprises have profited more by improving working conditions.She also demonstrates that lower-skilled employees – in call centers, repair services, product assembly – aren't expendable. They can determine 90 percent of companies' profitability. High performers positively shape customers' perceptions of businesses, driving satisfaction and loyalty.To attract, train, and retain top-caliber people in these roles, you must enhance working conditions, creating a system in which your company and its employees profit together. Profit at the Bottom of the Ladder shows what works – from stock options for bakers to flexibility for factory workers to career tracks in call centers.Featuring cases from companies around the globe – including a leading concrete manufacturer in India, a top European pharmaceutical firm operating in China, and successful U.S. manufacturers – this book shows how real organizations are excelling financially by strengthening frontline employees' working conditions.
Five Future Strategies You Need Right Now
It's easy to miss many innovations in strategy until they appear on the front page of a major business publication. But by then everyone–including all your competitors–is using them.As a CEO or senior executive, your job is to detect these strategies?and implement them–before your competitors.That's where this book comes in.Author George Stalk has often been called a guru of business strategy. In the 1980s, before anyone else saw its importance, he and his colleagues at The Boston Consulting Group developed the concept of time-based competition: how meeting the needs of your customers faster than your competitors can give you an unassailable advantage.In this Memo to the CEO, Stalk discusses five strategies that have not yet become widely practiced but are nonetheless worthy of your attention now. He offers advice on how to identify and manage them while they still present opportunities to jump ahead of the competition. They are:Addressing supply chain deficienciesOne example of a supply chain crisis is the growing lack of West Coast port capacity. Stalk reviews the strategic implications of this problem, reveals its impact, and recommends specific courses of action.Sidestepping economies of scaleMany business leaders are reexamining their assumptions about the benefits of scale. Scaling down, not up, and building «disposable factories» and even «disposable strategies» are becoming new keys to lowering costs and boosting performance.Profiting from dynamic pricingToday, using real-time data, it is increasingly possible to match the price of your product or service with the immediate, second-by-second needs of the customer.Embracing complexitySimplicity is the mantra of the day. But with examples from a few leading-edge companies, Stalk shows that embracing complexity can achieve competitive advantage.Utilizing infinite bandwidthIn a world of infinite bandwidth, companies that know how to take advantage of it become more productive, efficient, and profitable, and create entirely new businesses along the way.Written in a refreshingly clear, concise format, Five Future Strategies You Need Right Now is filled with actionable ideas for seizing these emerging strategic opportunities.
The Power of Positive Deviance
Think of the toughest problems in your organization or community. What if they'd already been solved and you didn't even know it? In The Power of Positive Deviance, the authors present a counterintuitive new approach to problem-solving. Their advice? Leverage positive deviants–the few individuals in a group who find unique ways to look at, and overcome, seemingly insoluble difficulties. By seeing solutions where others don't, positive deviants spread and sustain needed change.With vivid, firsthand stories of how positive deviance has alleviated some of the world's toughest problems (malnutrition in Vietnam, staph infections in hospitals), the authors illuminate its core practices, including:· Mobilizing communities to discover «invisible» solutions in their midst· Using innovative designs to «act» your way into a new way of thinking instead of thinking your way into a new way of acting· Confounding the organizational «immune response» seeking to sustain the status quoInspiring and insightful, The Power of Positive Deviance unveils a potent new way to tackle the thorniest challenges in your own company and community.
Open Business Models
In his landmark book Open Innovation, Henry Chesbrough demonstrated that because useful knowledge is no longer concentrated in a few large organizations, business leaders must adopt a new, “open” model of innovation. Using this model, companies look outside their boundaries for ideas and intellectual property (IP) they can bring in, as well as license their unutilized home-grown IP to other organizations.In Open Business Models, Chesbrough takes readers to the next step—explaining how to make money in an open innovation landscape. He provides a diagnostic instrument enabling you to assess your company’s current business model, and explains how to overcome common barriers to creating a more open model. He also offers compelling examples of companies that have developed such models—including Procter & Gamble, IBM, and Air Products.In addition, Chesbrough introduces a new set of players—“innovation intermediaries”—who facilitate companies’ access to external technologies. He explores the impact of stronger IP protection on intermediate markets for innovation, and profiles firms (such as Intellectual Ventures and Qualcomm) that center their business model on innovation and IP.This vital resource provides a much-needed road map to connect innovation with IP management, so companies can create and capture value from ideas and technologies—wherever in the world they are found.
Unstoppable
Over the next decade, two out of every three companies will face the challenge of their corporate lives: redefining their core business. Buffeted by global competition and facing an uncertain future, more and more executives will realize that they must make fundamental changes in their core even as they continue delivering the goods and services that keep them in business today.Unstoppable shows these managers how to look deep within their organizations to find undervalued, unrecognized, or underutilized assets that can serve as new platforms for sustainable growth. Drawing on more than thirty interviews with CEOs from companies such as De Beers, American Express, and Samsung, it shows readers how to recognize when the core needs reinvention and how to deploy the «hidden assets» that can be the basis for tomorrow's growth.Building on the author's previous books, Profit from the Core and Beyond the Core, this book shows how any company in crisis can transform itself to become truly unstoppable.
Beating the Commodity Trap
Commoditization-a virulent form of hypercompetition-is destroying markets, disrupting industries, and shuttering long-successful firms. Conventional wisdom says the best way to combat commoditization is differentiation. But differentiation is difficult and expensive to implement, and keeps you ahead of the pack only temporarily.In Beating the Commodity Trap, Richard D'Aveni provides a radical new framework for fighting back. Drawing on an in-depth study of more than thirty industries, he recommends first identifying the commoditization trap you're facing:-Deterioration: Low-end firms enter with low-cost/low-benefit offerings that attract the mass market-as Zara did to high-end fashion companies.-Proliferation: Companies develop new combinations of price paired with several unique benefits that attack part of an incumbents' market-as Japanese motorcycle makers did to Harley-Davidson.-Escalation: Players offer more benefits for the same or lower price, squeezing everyone's margins-as the iPhone did in mobile devices.The author provides a tool for diagnosing your competitive position and shows how to strengthen it while also boosting your pricing power-by destroying the commoditization trap confronting you, escaping it, or turning it to your advantage.Illustrated with a wealth of examples, this concise, practical guide gives you the framework and tactics you need to battle commoditization.
The Future of Management
What fuels long-term business success? Not operational excellence, technology breakthroughs, or new business models, but management innovation—new ways of mobilizing talent, allocating resources, and formulating strategies. Through history, management innovation has enabled companies to cross new performance thresholds and build enduring advantages.In The Future of Management, Gary Hamel argues that organizations need management innovation now more than ever. Why? The management paradigm of the last century—centered on control and efficiency—no longer suffices in a world where adaptability and creativity drive business success. To thrive in the future, companies must reinvent management.Hamel explains how to turn your company into a serial management innovator, revealing:The make-or-break challenges that will determine competitive success in an age of relentless, head-snapping change.The toxic effects of traditional management beliefs.The unconventional management practices generating breakthrough results in “modern management pioneers.”The radical principles that will need to become part of every company’s “management DNA.”The steps your company can take now to build your “management advantage.”Practical and profound, The Future of Management features examples from Google, W.L. Gore, Whole Foods, IBM, Samsung, Best Buy, and other blue-ribbon management innovators.
The Balanced Scorecard
The Balanced Scorecard translates a company's vision and strategy into a coherent set of performance measures. The four perspectives of the scorecard–financial measures, customer knowledge, internal business processes, and learning and growth–offer a balance between short-term and long-term objectives, between outcomes desired and performance drivers of those outcomes, and between hard objective measures and softer, more subjective measures. In the first part, Kaplan and Norton provide the theoretical foundations for the Balanced Scorecard; in the second part, they describe the steps organizations must take to build their own Scorecards; and, finally, they discuss how the Balanced Scorecard can be used as a driver of change.
Innovator's Toolkit
The Innovator's ToolkitWhat are the types of innovation? How can you generate creative ideas for your business? How can you move from ideas to unleashing you innovation to the market? How can you combine your innovation with a strategic plan to move your company forward? Get these questions answered with jargon-free, useable, practical tools and advice. The Innovator?s Toolkit offers you field-tested techniques and tips to ensure the successful development and implementation of your innovation. Topics Include:– Moving innovation to the market- Making strategic, innovative moves and placing strategic bets- Using projects to drive innovation to marketReaders can also access free interactive tools on the Harvard Business Essentials companion Web site at www.elearning.hbsp.org/businesstools.Harvard Business EssentialsThe Reliable Source for Busy ManagersThe Harvard Business Essentials series is designed to provide comprehensive advice, personal coaching, background information, and guidance on the most relevant topics in business. Drawing on rich content from Harvard Business School Publishing and other sources, these concise guides are carefully crafted to provide a highly practical resource for readers with all levels of experience. To assure quality and accuracy, each volume is closely reviewed by a specialized content adviser from a world class business school. Whether you are a new manager interested in expanding your skills or an experienced executive looking for a personal resource, these solution-oriented books offer reliable answers at your fingertips.