Electronic Technology, Corporate Strategy, and World Transformation

Greenwood Publishing Group
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How are the new electronic technologies transforming business here and abroad -- indeed, the entire world economy -- and what new strategies must business develop to meet the challenges of this transformation? Economist, writer, and communications executive Maurice Estabrooks provides a readable, comprehensive survey of how businesses are using microchips, computers, and telecommunications to reshape the entire world of work -- its cultures, organization, and economic systems. With insight and impeccable scholarship he provides concrete evidence of the emergence of artificially intelligent, cybernetic, network-based entities that are creating new linkages between businesses, markets, and technology itself -- linkages that will profoundly affect the way businesses create and implement their corporate survival and growth strategies in the future.

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.

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About the author

MAURICE ESTABROOKS is an author and senior economist in the Department of Industry in Canada. With more than 20 years experience in information and communications management, he has studied the art and science of strategic thinking and management, and the interplay between technology, corporate strategy, and the market economy in particular. Trained in the physical, social, and managerial sciences, he is the author of a previous book, Programmed Capitalism: A Computer-Mediated Global Society which describes the role computers played in the stock market crash of 1987.

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Additional Information

Publisher
Greenwood Publishing Group
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Published on
Dec 31, 1995
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Pages
269
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ISBN
9780899309699
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Language
English
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Genres
Business & Economics / Management
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Content Protection
This content is DRM protected.
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Available on Android devices
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Eligible for Family Library

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The Challenge
Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning.

But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?

The Study
For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?

The Standards
Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck.

The Comparisons
The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?

Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't.

The Findings
The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include:

Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.

“Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.”

Perhaps, but who can afford to ignore these findings?

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