Technology's Promise: Expert Knowledge on the Transformation of Business and Society

Springer
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Today's modern nations are using increasingly high-tech information systems to power a 'technology revolution'. This book is based on the work of the TechCast Project, conducted at the George Washington University and draws on the knowledge of 100 CEOs, scientists, academics and other experts to compile the best forecast data ever assembled.
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About the author

WILLIAM E. HALAL is Professor of Science, Technology& Innovation at George Washington University, USA. An authority on emerging technology, strategic planning, knowledge and institutional change, he has worked with General Motors, SAIC, MCI, and various companies and government agencies. Halal's work has appeared in journals and popular media, and he has published five books. Halal is the founder of TechCast, the virtual think-tank forecasting the Technology Revolution. He co-founded the Institute for Knowledge& innovation.
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Additional Information

Publisher
Springer
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Published on
Jun 3, 2008
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Pages
183
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ISBN
9780230582538
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Best For
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Language
English
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Genres
Business & Economics / Business Mathematics
Business & Economics / E-Commerce / General
Business & Economics / General
Business & Economics / International / Economics
Business & Economics / International / General
Business & Economics / Organizational Behavior
Business & Economics / Strategic Planning
Science / Philosophy & Social Aspects
Science / Physics / General
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Content Protection
This content is DRM protected.
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William E. Halal
A guide to the parallel revolutions in technology, organizations, and leadership This practical yet thought-provoking book presents a wealth of evidence to show that the two recurrent themes of democracy and enterprise are transforming our institutions. Organizations are becoming changing clusters of entrepreneurial units working together to form "internal markets," while this diversity is being integrated into a "corporate community" that unites the interests of investors, workers, clients, business partners, and the public. Even fierce competitors are cooperating. o "Serving enterprises" make customers working partners in the creation of value o "Knowledge entrepreneurs" form teams of self-managed internal enterprises o "Internal markets" and "Corporate community" harness external forces to drive continuous change o The power of "inner leadership" unites liberated workers, critical clients, and temporary business partners o "Intelligent growth" offers strategic advantage that is ecologically benign Illustrative examples, survey data, trends, anecdotes, and exercises offer original insights into the use of New Management principles. In addition, mini-case studies of MCI, Saturn, The Body Shop, Hewlett-Packard, Johnson & Johnson, Southwest Airlines, Home Depot, IKEA, Wal-Mart and other great companies illustrate vividly how creative managers design and lead organizations in an era of global competition, constant change, and empowered people. The author also analyzes critical issues, such as the nagging old conflict between profit and society, to provide managers a comprehensive, stimulating guide to where their craft is heading. Halal argues that the transition to a New Management is almost inevitable because it is being driven not by altruism or even good leadership, but by the relentless advance of the Information Revolution. Only small entrepreneurial teams operating from the bottom-up can master today's exploding complexity, and gaining stakeholder support is now essential because a knowledge-based economy has made cooperation a competitive advantage. Rather than fussing over quick fixes, The New Management points the way toward more fundamental solutions to the massive changes that will confront all institutions as the transition to a knowledge society rolls on into the 21st century.
Andreas M. Antonopoulos
Nick Bilton
NEW YORK TIMES BESTSELLER. The unbelievable true story of the man who built a billion-dollar online drug empire from his bedroom—and almost got away with it
 
In 2011, a twenty-six-year-old libertarian programmer named Ross Ulbricht launched the ultimate free market: the Silk Road, a clandestine Web site hosted on the Dark Web where anyone could trade anything—drugs, hacking software, forged passports, counterfeit cash, poisons—free of the government’s watchful eye.
 
It wasn’t long before the media got wind of the new Web site where anyone—not just teenagers and weed dealers but terrorists and black hat hackers—could buy and sell contraband detection-free. Spurred by a public outcry, the federal government launched an epic two-year manhunt for the site’s elusive proprietor, with no leads, no witnesses, and no clear jurisdiction. All the investigators knew was that whoever was running the site called himself the Dread Pirate Roberts.
 
The Silk Road quickly ballooned into $1.2 billion enterprise, and Ross embraced his new role as kingpin. He enlisted a loyal crew of allies in high and low places, all as addicted to the danger and thrill of running an illegal marketplace as their customers were to the heroin they sold. Through his network he got wind of the target on his back and took drastic steps to protect himself—including ordering a hit on a former employee. As Ross made plans to disappear forever, the Feds raced against the clock to catch a man they weren’t sure even existed, searching for a needle in the haystack of the global Internet.

Drawing on exclusive access to key players and two billion digital words and images Ross left behind, Vanity Fair correspondent and New York Times bestselling author Nick Bilton offers a tale filled with twists and turns, lucky breaks and unbelievable close calls. It’s a story of the boy next door’s ambition gone criminal, spurred on by the clash between the new world of libertarian-leaning, anonymous, decentralized Web advocates and the old world of government control, order, and the rule of law. Filled with unforgettable characters and capped by an astonishing climax, American Kingpin might be dismissed as too outrageous for fiction. But it’s all too real.
Steven Levy
Written with full cooperation from top management, including cofounders Sergey Brin and Larry Page, this is the inside story behind Google, the most successful and most admired technology company of our time, told by one of our best technology writers.

Few companies in history have ever been as successful and as admired as Google, the company that has transformed the Internet and become an indispensable part of our lives. How has Google done it? Veteran technology reporter Steven Levy was granted unprecedented access to the company, and in this revelatory book he takes readers inside Google headquarters—the Googleplex—to show how Google works.

While they were still students at Stanford, Google cofounders Larry Page and Sergey Brin revolutionized Internet search. They followed this brilliant innovation with another, as two of Google’s earliest employees found a way to do what no one else had: make billions of dollars from Internet advertising. With this cash cow, Google was able to expand dramatically and take on other transformative projects: more efficient data centers, open-source cell phones, free Internet video (YouTube), cloud computing, digitizing books, and much more.

The key to Google’s success in all these businesses, Levy reveals, is its engineering mind-set and adoption of such Internet values as speed, openness, experimentation, and risk taking. After its unapologetically elitist approach to hiring, Google pampers its engineers—free food and dry cleaning, on-site doctors and masseuses—and gives them all the resources they need to succeed. Even today, with a workforce of more than 23,000, Larry Page signs off on every hire.

But has Google lost its innovative edge? With its newest initiative, social networking, Google is chasing a successful competitor for the first time. Some employees are leaving the company for smaller, nimbler start-ups. Can the company that famously decided not to be evil still compete?

No other book has ever turned Google inside out as Levy does with In the Plex.
William E. Halal
A guide to the parallel revolutions in technology, organizations, and leadership This practical yet thought-provoking book presents a wealth of evidence to show that the two recurrent themes of democracy and enterprise are transforming our institutions. Organizations are becoming changing clusters of entrepreneurial units working together to form "internal markets," while this diversity is being integrated into a "corporate community" that unites the interests of investors, workers, clients, business partners, and the public. Even fierce competitors are cooperating. o "Serving enterprises" make customers working partners in the creation of value o "Knowledge entrepreneurs" form teams of self-managed internal enterprises o "Internal markets" and "Corporate community" harness external forces to drive continuous change o The power of "inner leadership" unites liberated workers, critical clients, and temporary business partners o "Intelligent growth" offers strategic advantage that is ecologically benign Illustrative examples, survey data, trends, anecdotes, and exercises offer original insights into the use of New Management principles. In addition, mini-case studies of MCI, Saturn, The Body Shop, Hewlett-Packard, Johnson & Johnson, Southwest Airlines, Home Depot, IKEA, Wal-Mart and other great companies illustrate vividly how creative managers design and lead organizations in an era of global competition, constant change, and empowered people. The author also analyzes critical issues, such as the nagging old conflict between profit and society, to provide managers a comprehensive, stimulating guide to where their craft is heading. Halal argues that the transition to a New Management is almost inevitable because it is being driven not by altruism or even good leadership, but by the relentless advance of the Information Revolution. Only small entrepreneurial teams operating from the bottom-up can master today's exploding complexity, and gaining stakeholder support is now essential because a knowledge-based economy has made cooperation a competitive advantage. Rather than fussing over quick fixes, The New Management points the way toward more fundamental solutions to the massive changes that will confront all institutions as the transition to a knowledge society rolls on into the 21st century.
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