Into the Networked Age: How IBM and Other Firms are Getting There NowOxford University Press, 1999. gada 7. okt. - 256 lappuses In this dynamic book, based on the most effective strategies of IBM and other market leaders, managers will learn to successfully transform their organizations into a business prepared to compete in a networked age. Mainframes, client servers, PCs, networks, e-business, the Internet, databases, technical management--indeed, in the brave new business world facing today's firms only one thing is certain: change. And when looking for a model for corporate change, one should look no further than IBM. In this decade, IBM has gone from a company with less than $60 billion in unprofitable revenue to a highly profitable $85 billion-plus enterprise. In a company whose major source of revenue was once hardware, services now account for more than a third of its revenue. IBM Global Services, only seven years old and $25 billion strong, draws most of its revenue from helping businesses to do successfully what IBM has done: transform themselves. In five down-to-earth sections, the authors share their vast experience, apply case studies, chart trends and describe in-depth the practices that allowed IBM to transform itself, and to show the way for other firms. The result is an essential handbook for anyone charged with leading their firm in an economy that is global, increasingly reliant on information systems, and teeming with rapidly emerging markets--and competitors. Written by a staff of experts and renowned business thinkers, Into the Networked Age is today's ultimate guide for success in tomorrow's business world. |
Saturs
Leading Through Knowledge | 63 |
Managing by Process | 117 |
Leveraging Technology | 157 |
Mastering Change | 197 |
Notes | 215 |
Index | 225 |
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Into the Networked Age: How IBM and Other Firms are Getting There Now James W. Cortada,Thomas S. Hargraves,Edward Wakin Ierobežota priekšskatīšana - 1999 |
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Populāri fragmenti
67. lappuse - Knowledge is a fluid mix of framed experience, values, contextual information, and expert insight that provides a framework for evaluating and incorporating new experiences and information.
212. lappuse - People are always blaming their circumstances for what they are. I dont believe in circumstances. The people who get on in this world are the people who get up and look for the circumstances they want, and, if they cant find them, make them.
84. lappuse - Mistakes will be made. But if a person is essentially right, the mistakes he or she makes are not as serious in the long run as the mistakes management will make if it undertakes to tell those in authority exactly how they must do their jobs.
73. lappuse - Learning is at the heart of a company's ability to adapt to a rapidly changing environment.
81. lappuse - The only irreplaceable capital an organization possesses is the knowledge and ability of its people. The productivity of that capital depends on how effectively people share their competence with those who can use it.
19. lappuse - urgent' agenda imposed on heads and the increasing accountability demands for managerial responses have left little time for reflection and school-based leadership solutions. The second problem is articulated by Charles Handy: We are all prisoners of our past. It is hard to think of things except in the way we have always thought of them. But that solves no problems and seldom changes anything. (Handy 1990: 54...
74. lappuse - ... the avoidance of a refinery shutdown because technical experts at another location could examine a corrosion problem remotely...
134. lappuse - In these creative alliances, the leader and the team are able to achieve something together that neither could achieve alone. The leader finds greatness in the group. And he or she helps the members find it in themselves.
215. lappuse - Landes, The Wealth and Poverty of Nations (New York: WW Norton, 1998), p.
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