This book is not another tired exhortation to take advantage of technology to improve corporate performance. One cannot utilize technology to its full potential without also overhauling the rigid, hierarchical business model that was designed for the command-and-control corporate environment of the industrial era. Tsai takes a comprehensive view of everything that needs to be done in order to make the most of emerging technologies. The new information economy calls for companies that foster strategic collaboration through a more horizontal organizational structure. A more synchronized supply chain yields better customer service, higher quality, faster delivery, and lower inventory. In the customer-centric environment, a new value proposition is essential. Business processes must be fast, focused, flexible, responsive, and nimble. With the knowledge gained from this book, one should be able to face the future with an ability and capacity to discern technology policies and make decisions concerning strategic positioning and competitive business strategy.
Rey Chow explores these questions through nine contemporary Chinese directors (Chen Kaige, Wong Kar-wai, Zhang Yimou, Ann Hui, Peter Chan, Wayne Wang, Ang Lee, Li Yang, and Tsai Ming-liang) whose accomplishments have become historic events in world cinema. Approaching their works from multiple perspectives, including the question of origins, nostalgia, the everyday, feminine "psychic interiority," commodification, biopolitics, migration, education, homosexuality, kinship, and incest, and concluding with an account of the Chinese films' epistemic affinity with the Hollywood blockbuster Brokeback Mountain, Chow proposes that the sentimental is a discursive constellation traversing affect, time, identity, and social mores, a constellation whose contours tends to morph under different historical circumstances and in different genres and media. In contemporary Chinese films, she argues, the sentimental consistently takes the form not of revolution but of compromise, not of radical departure but of moderation, endurance, and accommodation. By naming these films sentimental fabulations& mdash;screen artifacts of cultural becoming with irreducible aesthetic, conceptual, and speculative logics of their own& mdash;Chow presents Chinese cinema first and foremost as an invitation to the pleasures and challenges of critical thinking.
Part I covers the preparatory actions that organizations should take before initiating a transformation, without which the effort is doomed to failure, says Dr. Oden. In Part II he covers the technical or engineering aspects of the transformation. First he develops a process map of the organization as the basis for process improvement; then he diagnoses the existing and future organization to determine how processes should be improved. In Part III he looks at the various organizational change methods that are available, conducts a broad design of the total organization, and then designs the human resource support processes for the transformed organization. Finally, in Part IV, Dr. Oden shows how to incorporate the redesigned processes into the existing system--the most difficult part of the transformation--and ends by showing how better integration can be achieved to provide better overall transformational results.
Filled with case studies and examples, this book reveals how your business can start solving dilemmas and move forward strategically.
First, it assesses the impact of current developments in IT on the operation of multinational corporations, both on a practical and theoretical level, and explores how IT can improve competitive advantage. Second, it moves on to investigate how doing business in an international environment affects the design, implementation and management of information systems for global enterprises.
Offering a much-needed overview of the key trends in IT and global business management, this multidisciplinary book contains contributions from the fields of IT, international business, business development and marketing. Essential reading for academics, students and practitioners in the fields of IT, international business and strategy, it includes unique case studies of global companies to complement and illuminate the theoretical grounding of each chapter, and raise issues of real relevance to managers working internationally.
In eminently readable prose, Day argues that in successful market driven organizations, three key elements -- capabilities, culture, and configuration -- are aligned to the market. Day explores the distinctive market sensing and market relating capabilities that are at the heart of the market-driven companies. He draws on examples of such market-driven firms as Intuit, Wal-Mart, Virgin Airlines, Disney, and Gillette to illustrate how intimate knowledge of their customers and markets gives these firms a powerful advantage over rivals. By contrast, Day shows how failure to align the organization to the market can result in such mishaps as IBM's loss of leadership of the computer market or Motorola's stumble in shifting from analog to digital cellular phone systems.
Using case studies of Owens Corning, Sears, and the Eurotunnel, Day provides a concise roadmap to managers who want to strengthen the orientation of their organizations to the market. He concludes with a detailed diagnostic questionnaire to help managers assess their own progress Here at last are all the insights and tools necessary to construct a company with superior skills for understanding, attracting, and keeping valuable customers.
Customer Knowledge Management: People, Processes, and Technology introduces an integrated approach to analyzing and building customer knowledge management (CKM) synergy for sustainable competitive advantage. Well-organized and unique, this book provides concise yet comprehensive coverage of CKM concepts, methodologies, tools, issues, applications, and future trends.
Drawing on the work of economic theorist Joseph Schumpeter, Estabrooks shows how Schumpeterian dynamics have played a key role in the breakup of AT&T and the Bell System, and in the deregulation of telecommunications, broadcasting, banking, finance, and other economically critical industries. What has emerged, he maintains, is an increasingly integrated, global information- and software-based services economy. Optical fibers, satellites, and wireless communications systems have already made possible the development of electronic superhighways, but in doing so they have also initiated a massive redistribution of economic power and wealth throughout the world, the implications of which are only now being understood. Historical, analytical, descriptive, Estabrooks' book will speak not only to academics and others who observe world transformations from relatively theoretical perspectives, but also to corporate and other executives whose organizations, and certainly their personal work lives, will be changed dramatically by the developments he describes in practical day-to-day situations.
In Do IT Smart, experts Rolf-Dieter Kempis and Jürgen Ringbeck along with the McKinsey team identify four cultures of IT users -- stars, big spenders, cautious spenders, and laggards -- based on how efficiently and effectively the users manage IT. The stars stand out because their strong command of IT means they are better able to manage core processes such as R&D, sales and service, and order processing, which in turn produces tangible payoffs in profitability, growth, and market share. From their study of star performers, the authors formulate seven rules for developing a superior IT organization. First, they argue, managers must make IT a top management issue and, second, a priority in product development. IT must be viewed as a strategic tool so that IT strategy can be aligned with business strategy. Clear objectives must be set, and core business processes redesigned. Warning that IT is reaching saturation in administrative applications, the authors describe how it is far more profitable to integrate IT into marketing, sales, and customer service. Finally, they describe how all these elements must be brought together into a lean, customer-oriented IT network.
McKinsey's breakthrough study shows that as organizations are increasingly overwhelmed with data, IT will become more of a dividing line between the winners and the losers. IT stars will make quantum leaps in effectiveness, while poor management of IT results in a cost explosion. Managers and information officers who want their business to keep and gain the competitive edge IT offers need this unprecedented insight into how to Do IT Smart.