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The founder and executive chairman of the World Economic Forum on how the impending technological revolution will change our lives. We are on the brink of the Fourth Industrial Revolution. And this one will be unlike any other in human history. Characterized by new technologies fusing the physical, digital and biological worlds, the Fourth Industrial Revolution will impact all disciplines, economies and industries - and it will do so at an unprecedented rate. World Economic Forum data predicts that by 2025 we will see: commercial use of nanomaterials 200 times stronger than steel and a million times thinner than human hair; the first transplant of a 3D-printed liver; 10% of all cars on US roads being driverless; and much more besides. In The Fourth Industrial Revolution, Schwab outlines the key technologies driving this revolution, discusses the major impacts on governments, businesses, civil society and individuals, and offers bold ideas for what can be done to shape a better future for all.
This is the first book to seriously address the disconnection between nimble Agile teams and other groups in the enterprise, including enterprise architecture, the program management office (PMO), human resources, and even business executives. When an enterprise experiments with practice improvements, software development teams often jump on board with excitement, while other groups are left to wonder how they will fit in. We address how these groups can adapt to Agile teams. More importantly, we show how many Agile teams cause their own problems, damaging scalability and sustainability, by requiring special treatment, and by failing to bridge the gaps between themselves and other groups. We call this phenomenon Agile illth. Adopting a set of best practices is not enough. All of us, Agile teams and the corporate groups, must change our intentions and worldviews to be more compatible with the success of the enterprise. Join us on the journey to enterprise agility. It is a crooked path, fraught with danger, confusion and complexity. It is the only way to reach the pinnacles we hope to experience in the form of better business value delivered faster for less cost.
This book constitutes the proceedings of the 16th International Conference on Perspectives in Business Informatics Research, BIR 2017, held in Copenhagen, Denmark, in August 2017.
Enterprise Architecture Reimagined: A Concise Guide to Constructing an Artificially Intelligent Enterprise
Since the early 1990s, it has become convenient and customary to divide enterprise architecture into four architectural domains: business, applications, data and technology. However, a mere combination of these four domains does not form a coherent enterprise architecture. "Dividing an elephant in half does not produce two small elephants," Peter Senge’s tenth law of systems thinking explains why enterprise architects keep losing credibility in the eyes of business partners.
Digital Transformation with Business Process Management: BPM Transformation and Real-World Execution
BPM is essential to a company's survival in today's hyper-speed business environment. The goal of Digital Transformation is to help empower enterprises to compete at the highest level in any marketplace. This book provides compelling award-winning case studies contributed by those who have been through the full BPM experience. The case studies describe the processes involved to generate successful ROIs and competitive advantages. Digital transformation describes the changes associated with the application of digital technology in all aspects of human society. These world-renowned authors and leading edge case studies will help you understand the meaning and impact of Digital Transformation and how you can leverage that transformation using BPM you already have. Learn how to extend that into core processes that run the business and thus engage more meaningfully with your customers. The authors discuss the impact of emerging technologies, the mandate for greater transparency and how the ongoing aftershocks of globalization have collectively impacted predictability within the business enterprise.
Next Generation Enterprise Reference Architecture For Connected Government: Enterprise Architecture in Government
The objective of the book is to provide practical guidelines to an Architect/consultant who is the part of the Enterprise Architecture Definition Team for Government Transformation initiatives. The consultant need to follow the steps described in the book and adopt them fairly to achieve the EA enablement of Government. It emphasis on the interpersonal skills and techniques for organizing and directing the EA definition, buy-in from management commitment, leading the transition from planning to implementation. It also showcases the steps to be followed for performing the Government Reference Enterprise Architecture. This book defines the methodology to be adopted for EA Reference Architecture for various domains and also provides the value through the practical advice on how to make the Governments to achieve EA adoption and establish a connected Government. We documented our own methodology without excluding other methodological possibilities. This book helps any Enterprise Architecture Planning Team to shorten the time of planning and execution, since most of the time is utilized in agreeing the common approach and work towards the goal. This book demonstrates practical views of an enterprise architect in improving the success rate of EA across the Governments. There is no hard and fast rule that Governments should adopt to one particular framework or standard or approach. They can choose to adopt any industry specific framework, however it can be customised as per the needs of the Government. The book takes a holistic view of the Government Enterprise Architecture, while also giving specific guidelines on how to establish and roll out future-state Government Enterprise Architecture based on the methodology and approach documented in this book. The book aims to: • Demonstrate importance of enterprise architecture in elevating the effectiveness of Government transformation programmes • Disseminate current advancements and thought leadership in the area of government enterprise architecture in the context of Connected Government • Provide initiatives with evidence-based, credible, field tested and practical guidance in crafting their respective architectures (Business, Application, Data, Technology etc) • Showcase innovative use of Enterprise Architecture in enhancing Government transformation initiatives
Your business is solving the wrong problems. The nuclear triad of People, Process and Technology has been foundational to solving business problems for decades. Entire frameworks and methodologies have grown up around the simple concept that getting each of these three areas correct and functioning in concert will ensure smooth business operations and cross-enterprise alignment. Billions of dollars have been spent on people in the management consulting industry who have 'mastered' the art of alignment and offered definitive solutions to the biggest, wickedest business challenges out there. And yet... our businesses continue to encounter the same well-known and seemingly well-solved problems, spending massive sums to fix them. How can this be? It is said that modern business is one part innovation and one part marketing. Innovation is often mistakenly equated with technology and marketing with ‘digital’. Success in business therefore becomes a chase for digital capabilities and the latest technology to enable them. And yet… the latest technology continues to give us problems, create headaches and doesn’t always give our businesses the edge they need to compete, despite costing us huge amounts of money. How can this be? The reality, of course, is that businesses are chasing the wrong buzzwords, buying the wrong solutions, solving the wrong problems. The People Problem tackles this topic from the perspective of Enterprise Architecture. For newcomers and open-minded old-timers who practice EA, architecting the enterprise is all about asking the fundamental question ‘what business problem are we trying to solve?’ When practitioners pay close attention, they’ll recognize that business problems are infrequently solved by a new tool. That is, Technology isn’t the answer to the problem. They’ll also notice that the most efficient process in the world, made popular by the flashiest buzzwords in the industry, is insufficient to answer the fundamental question. In other words, Process is not the answer to the problem. Human beings are at the root and core of our businesses. They define the processes and operate the technology. Only by recognizing that solving business problems requires solving problems with (and caused by) people will we get close to the right solutions. The People Problem aims to help new entrants to the field of enterprise architecture (and anyone interested in solving difficult business problems) navigate in an era of particularly rapid business and technological change. Based on over 17 years of experience consulting with companies large and small, Fortune 500 to local startups, The People Problem is a collection of accumulated knowledge presented in easily digestible vignettes.
In the past few years, a number of well-known firms have failed - think of Blockbuster, Kodak, or RadioShack. When we read about their demise, it often seems inevitable - a natural part of creative destruction. But closer examination reveals a disturbing truth: Companies large and small are shuttering more quickly than ever. What does it take to buck this trend? The simple answer is: ambidexterity. Firms must remain competitive in their core markets, while also winning in new domains. Innovation guru Clayton M. Christensen has been pessimistic about whether established companies can prevail in the face of disruption, but Charles A. O’Reilly III and Michael L. Tushman know they can! The authors explain how shrewd organizations have used an ambidextrous approach to solve their own innovator’s dilemma. They contrast these luminaries with companies which — often trapped by their own successes — have been unable to adapt and grow. Drawing on a vast research program and over a decade of helping companies to innovate, the authors present a set of practices to guide firms as they adopt ambidexterity. Top-down and bottom-up leaders are key to this process - a fact too often overlooked in the heated debate about innovation. But not in this case. Readers will come away with a new understanding of how to improve their existing businesses through efficiency, control, and incremental change, while also seizing new markets where flexibility, autonomy, and experimentation rule the day.
There is no simple strategic method for dealing with the multidimensional nature of digital change. Even the sharpest leaders can become disoriented as change builds on change, leaving almost nothing certain. Yet to stand still is to fail. Enterprises and leaders must re-master themselves to succeed. Leaders must identify the key macro forces, then lead their organizations at three distinct levels: industry, enterprise, and self. By doing this they cannot only survive but clean up. Digital to the Core makes the case that all business leaders must understand the impact the digital revolution will continue to play in their industries, companies, and leadership style and practices. Drawing on interviews with over 30 top C-level executives in some of the world’s most powerful companies and government organizations, including GE, Ford, Tory Burch, Babolat, McDonalds, Publicis and UK Government Digital Service, this book delivers practical insights from those on the front lines of major digital upheaval. The authors incorporate Gartner’s annual CIO and CEO global survey research and also apply the deep knowledge and qualitative insights they have acquired as practitioners, management researchers, and advisors over decades in the business. Above all else, Raskino and Waller want companies and their top leaders to understand the full impact of digital change and integrate it at the core of their businesses.
The design of digital solutions has become a pressing concern for practitioners faced with a plethora of technology impacting their business. From cloud computing to social networks, mobile computing and big data, to the emerging of Internet of things, all of which are changing how enterprise products, services, rooms and buildings are connected to the wider ecosystem of networks and services. This book defines digital ecosystems with examples from real industry cases and explores how enterprise architecture is evolving to enable physical and virtual, social, and material object collaboration and experience. The key topics covered include: Concepts of digitization Types of technological ecosystems Architecting digital workspaces Principles of architecture design Examples architecting digital business models Examples of digital design patterns Methods of monetization
This book presents a comprehensive overview of enterprise architecture management with a specific focus on the business aspects. While recent approaches to enterprise architecture management have dealt mainly with aspects of information technology, this book covers all areas of business architecture from business motivation and models to business execution. The book provides examples of how architectural thinking can be applied in these areas, thus combining different perspectives into a consistent whole. In-depth experiences from end-user organizations help readers to understand the abstract concepts of business architecture management and to form blueprints for their own professional approach. Business architecture professionals, researchers, and others working in the field of strategic business management will benefit from this comprehensive volume and its hands-on examples of successful business architecture management practices.
Enterprise Architecture (EA) has evolved to become a prominent presence in today’s information systems and technology landscape. The EA discipline is rich in frameworks, methodologies, and the like. However, the question of ‘value’ for business ;professionals remains largely unanswered – that is, how best can Enterprise Architecture and Enterprise Architects deliver value to the enterprise?
Sherry Turkle investigates how a flight from conversation undermines our relationships, creativity, and productivity—and why reclaiming face-to-face conversation can help us regain lost ground. We live in a technological universe in which we are always communicating. And yet we have sacrificed conversation for mere connection. Preeminent author and researcher Sherry Turkle has been studying digital culture for over thirty years. Long an enthusiast for its possibilities, here she investigates a troubling consequence: at work, at home, in politics, and in love, we find ways around conversation, tempted by the possibilities of a text or an email in which we don’t have to look, listen, or reveal ourselves. We develop a taste for what mere connection offers. The dinner table falls silent as children compete with phones for their parents’ attention. Friends learn strategies to keep conversations going when only a few people are looking up from their phones. At work, we retreat to our screens although it is conversation at the water cooler that increases not only productivity but commitment to work. Online, we only want to share opinions that our followers will agree with – a politics that shies away from the real conflicts and solutions of the public square. The case for conversation begins with the necessary conversations of solitude and self-reflection. They are endangered: these days, always connected, we see loneliness as a problem that technology should solve. Afraid of being alone, we rely on other people to give us a sense of ourselves, and our capacity for empathy and relationship suffers. We see the costs of the flight from conversation everywhere: conversation is the cornerstone for democracy and in business it is good for the bottom line. In the private sphere, it builds empathy, friendship, love, learning, and productivity. But there is good news: we are resilient. Conversation cures. Based on five years of research and interviews in homes, schools, and the workplace, Turkle argues that we have come to a better understanding of where our technology can and cannot take us and that the time is right to reclaim conversation. The most human—and humanizing—thing that we do. The virtues of person-to-person conversation are timeless, and our most basic technology, talk, responds to our modern challenges. We have everything we need to start, we have each other.
Transformative Enterprise Architecture: Guiding and Governing the Metamorphosis of Organizations and IT Ecosystems
The age of transformation is upon us. And for corporate IT departments, supporting and sustaining enterprise architecture requires a fundamentally new approach. Transformative Enterprise Architecture has the solution. It presents a new methodology that boldly redefines the characteristics and competencies that every large-scale IT team must develop to function successfully.
In Leading Digital, authors George Westerman, Didier Bonnet, and Andrew McAfee highlight how large companies in traditional industries—from finance to manufacturing to pharmaceuticals—are using digital to gain strategic advantage. They illuminate the principles and practices that lead to successful digital transformation. Based on a study of more than four hundred global firms the book shows what it takes to become a Digital Master. It explains successful transformation in a clear, two-part framework: where to invest in digital capabilities, and how to lead the transformation.
Mastering ArchiMate Edition III is the third edition of a much praised book by Gerben Wierda about the ArchiMate® Enterprise Architecture Modeling Language, which is a standard and a Registered Trade Mark of The Open Group. The book gives an introduction to the language, then goes on to show you key aspects of successful modeling, and many different patterns for its use. From Business to Infrastructure, from Risk & Security to Application Exploitation and Maintenance. While the aim of the book is to teach the language, it often also offers necessary background, so that the patterns can make sense to the reader not familiar with a subject. Thus, it also contains introductions to subjects such as virtualization, bitcoin/blockchain, infrastructure as code, processes versus functions, SOA/API, ESB, Terminal Services, etc. It also contains a short introduction to BPMN in order to describe a linking of both major languages.
What are the jobs of the future? How many will there be? And who will have them? As technology continues to accelerate and machines begin taking care of themselves, fewer people will be necessary. Artificial intelligence is already well on its way to making “good jobs” obsolete: many paralegals, journalists, office workers, and even computer programmers are poised to be replaced by robots and smart software. As progress continues, blue and white collar jobs alike will evaporate, squeezing working- and middle-class families ever further. At the same time, households are under assault from exploding costs, especially from the two major industries—education and health care—that, so far, have not been transformed by information technology. The result could well be massive unemployment and inequality as well as the implosion of the consumer economy itself. The past solutions to technological disruption, especially more training and education, aren’t going to work. We must decide, now, whether the future will see broad-based prosperity or catastrophic levels of inequality and economic insecurity. Rise of the Robots is essential reading to understand what accelerating technology means for our economic prospects—not to mention those of our children—as well as for society as a whole.
The second book of a three book series on digitalization management. This book discusses how competitive success is increasingly dependent on the enterprise capabilities to simultaneously exploit their installed business platforms and undertake digital innovation, i.e., what Gartner calls bimodal IT.
Artificial intelligence is our most powerful technology, and in the coming decades it will change everything in our lives. If we get it right it will make humans almost godlike. If we get it wrong... well, extinction is not the worst possible outcome. Surviving AI is a concise, easy-to-read guide to what's coming, taking you through technological unemployment (the economic singularity) and the possible creation of a superintelligence (the technological singularity).
Understand Your Organisation - Improve Your Business: An Introduction to Enterprise Architecture Modelling
Written by an industry expert with over 20 years of experience, this bite-sized book will quickly introduce you to the concepts, terminology and management of Enterprise Architecture Modelling projects. It describes how to go about documenting processes, systems, people, locations, equipment, controls, risks and opportunities so that you have a reference of what makes the organization tick. There is also a chapter on how not to do it.
Business Process Management (BPM) has become one of the most widely used approaches for the design of modern organizational and information systems. The conscious treatment of business processes as significant corporate assets has facilitated substantial improvements in organizational performance but is also used to ensure the conformance of corporate activities. This Handbook presents in two volumes the contemporary body of knowledge as articulated by the world' s leading BPM thought leaders. This first volume focuses on arriving at a sound definition of BPM approaches and examines BPM methods and process-aware information systems. As such, it provides guidance for the integration of BPM into corporate methodologies and information systems. Each chapter has been contributed by leading international experts. Selected case studies complement their views and lead to a summary of BPM expertise that is unique in its coverage of the most critical success factors of BPM. The second edition of this handbook has been significantly revised and extended. Each chapter has been updated to reflect the most current developments. This includes in particular new technologies such as in-memory data and process management, social media and networks. A further focus of this revised and extended edition is on the actual deployment of the proposed theoretical concepts. This volume includes a number of entire new chapters from some of the world's leading experts in the domain of BPM.
Business Process Management (BPM) has become one of the most widely used approaches for the design of modern organizational and information systems. The conscious treatment of business processes as significant corporate assets has facilitated substantial improvements in organizational performance but is also used to ensure the conformance of corporate activities. This Handbook presents in two volumes the contemporary body of knowledge as articulated by the world's leading BPM thought leaders. This second volume focuses on the managerial and organizational challenges of BPM such as strategic and cultural alignment, governance and the education of BPM stakeholders. As such, this book provides concepts and methodologies for the integration of BPM. Each chapter has been contributed by leading international experts. Selected case studies complement their views and lead to a summary of BPM expertise that is unique in its coverage of the most critical success factors of BPM. The second edition of this handbook has been significantly revised and extended. Each chapter has been updated to reflect the most current developments. This includes in particular new technologies such as in-memory data and process management, social media and networks. A further focus of this revised and extended edition is on the actual deployment of the proposed theoretical concepts. This volume includes a number of entire new chapters from some of the world's leading experts in the domain of BPM.
Enterprise Architecture is the discipline of managing the complexities of the Business-IT landscape. It has been around since the 1980's, when for the first time computers were connected in networks, and the already serious (and unsolved) problem of the complexity of computer programs for relatively simple business needs turned into the huge problem of large networks of them in complex business landscapes. In spite of many 'best practices' and 'frameworks' that have been introduced, Enterprise Architecture is not a great success. After thirty years, we still have the same problems. Chaos is still everywhere. Projects still fail far too often. In this book, (hidden) assumptions behind the existing approaches to enterprise architecture are challenged, and a more realistic perspective that helps us battle the complexities and unpredictabilities of today's Business-IT landscapes is described. Practical suggestions about enterprise architecture governance and products, based on real-world experience with the described approach, complete the book. From general management to IT professionals, everyone who is confronted with the problem of managing Business-IT landscapes can profit from the insights this book offers. No specialist prior knowledge is required. Gerben Wierda is author of Mastering ArchiMate, and was, amongst other things, Lead Architect of the Judiciary in The Netherlands, Lead Architect of APG Asset Management, and is now Team Coordinator Architecture and Design at APG.
Every enterprise evolves continuously, driven by changing needs or new opportunities. Most often this happens gradually, with small adjustments to strategy, organization, processes, or infrastructure. But sometimes enterprises need to go beyond minor fixes and transform themselves, in response to a disruptive event or dramatically changing circumstances -- a merger, for example, or a new competitor. In this book, enterprise architecting experts Deborah Nightingale and Donna Rhodes offer a framework for enterprise transformation. Successful transformation, they believe, starts with a holistic approach, taking into consideration all facets of the enterprise and its environment rather than focusing solely on one factor -- information technology, for example, or organizational structure. This is architecting the future enterprise: creating a blueprint for what the enterprise will look like after the transformation. Nightingale and Rhodes introduce the ARIES (Architecting Innovative Enterprise Strategy) framework, including a ten enterprise element model and an architecting process model, and show how to apply it, from start to finish. They explain how to create a holistic vision for the future enterprise and how to generate concepts and alternative architectures; they describe techniques for evaluating possible architectures, tools for implementation planning, and strategies for communicating with stakeholders. Nightingale and Rhodes offer real-world examples throughout, drawing on their work at MIT, with an extensive case study of enterprise transformation at a medical device manufacturer. An appendix offers two additional architecting projects. Seven Architecting Imperatives* Make architecting the initial activity in transformation. * Develop a comprehensive understanding of the enterprise landscape. * Understand what stakeholders value and how that may change in the future.* Use multiple perspectives to see the whole enterprise.* Create an architecting team suited to the transformation challenges.* Engage all levels of leadership in transformation. * Architect for the enterprise's changing world.
The Innovation Book is an excellent and unique work on innovation as a discipline. Mckeown offers practical and actionable advise about innovation, and gives a concise and comprehensive overview of the rich body of knowledge in the discipline. Perfect executive education material!
This book reflects Karl-Heinz Streibich's optimism about the technology industry and the richness of his connections with industry thought leaders. Throughout the book you will encounter the vision of Industry 4.0 (Industrie 4.0) that is driving innovation across a wide spectrum of industries around the globe. With over 20 examples provided, you will read about GE's vision of the Industrial Internet and how it will bring massive efficiencies to aviation, utilities, and many other industries. You will discover how banks and insurance companies and oil companies and museums and casinos are innovating using a wide range of other technologies. Get ready to be inspired by some of the top companies in the world that are on the forefront of transforming into a Digital Enterprise.
The information society is upon us and with it comes the constant barrage of information accessible wherever, whenever. This book explores the role of knowledge (or lack thereof) prevalent in society, and investigates the dangers lurking in information technology and democracy as a whole. Information is a condition for a robust democracy; people should vote based on sound information. But sound information doesnâ€™t come easy and without labor. It must be properly handled and formatted before it is useful for deliberation, decision and action. In the information age, understanding the means by which information is processed becomes a crucial democratic instrument for the individual as well as the group. With points of departure in philosophy, social psychology, economics, and choice- and game theory, Infostorms shows how information may be used to improve the quality of personal decision and group thinking but also warns against the informational pitfalls which modern information technology may amplify. Covering topics including the continued war efforts, the social media success, polarization in politics, stock, science or opinion bubbles this bookâ€™s broad approach offers an excellent overview on information (technology) and valuable guidance on how to take information punches.
Pragmatic Enterprise Architecture: Strategies to Transform Information Systems in the Era of Big Data
Pragmatic Enterprise Architecture is a practical hands-on instruction manual for enterprise architects. This book prepares you to better engage IT, management, and business users by equipping you with the tools and knowledge you need to address the most common enterprise architecture challenges. You will come away with a pragmatic understanding of and approach to enterprise architecture and actionable ideas to transform your enterprise. Experienced enterprise architect James V. Luisi generously shares life cycle architectures, transaction path analysis frameworks, and more so you can save time, energy, and resources on your next big project. As an enterprise architect, you must have relatable frameworks and excellent communication skills to do your job. You must actively engage and support a large enterprise involving a hundred architectural disciplines with a modest number of subject matter experts across business, information systems, control systems, and operations architecture. They must achieve their mission using the influence of ideas and business benefits expressed in simple terms so that any audience can understand what to do and why. Pragmatic Enterprise Architecture gives you the tools to accomplish your goals in less time with fewer resources. It expand your Enterprise Architecture skills so you can do more in less time with less money with the priceless tips presented. It understand the cost of creating new Enterprise Architecture disciplines and contrast those costs to letting them go unmanaged. It includes 10 life cycle architectures so that you can properly assess the ROI of performing activities such as outsourcing, insourcing, restructuring, mergers and acquisitions, and more. It complete appendix of eight transaction path analysis frameworks provide DBA guidelines for proper physical database design.
Savvy organizations know their Enterprise Architects enable business outcomes. This formerly tactical IT "job" is today a strategic position. Enterprise architects increasingly report outside of IT to the CFO, CMO or office of the CEO. Why this quiet elevation? Enterprise Architects work at the leading edge of organizations; in the zone where business capabilities are born. This is why today's CEO's collaborate with their Enterprise Architects when evaluating short and long term strategies. Enterprise Architects continuously blend business and technical capabilities to meet the ongoing demand for new capabilities. If it sounds like ninja smoke.... It is... and smart organizations already know it works. Making Enterprise Architecture work involves mutual understanding and trust between EA's and CEO's. This is the first in a planned series of books designed to help maximize investments in Enterprise Architecture. The topics are based on executive's questions and issues addressed in the author's experience teaching enterprise architecture to executives and in delivering EA solutions to large organizations. This first volume begins with basic connecting points between executive and architect and discusses effective techniques for moving architecture to the enterprise level in the organization. The centerpiece in this volume is the ERAM (Enterprise Resource Allocation Management) concept. This volume isn't intended to answer every possible question on Enterprise Architecture. It is intended to start the dialogue in a productive way...
Right Sourcing - Enabling Collaboration puts forward the proposal that the modern enterprise must fundamentally rethink its 'sourcing equation' to become or remain viable. By presenting perspectives on sourcing from 21 different contributors, the editors hope to enable and inspire readers to make better-informed decisions.
This book is a comprehensive reader about how enterprises can apply systems thinking in their enterprise architecture practice, for business transformation and for strategic execution. The book's contributors find that systems thinking is a valuable way of thinking about the viable enterprise and how to architect it. Edited by John Gøtze and Anders Jensen-Waud, the book features contributions from 32 international experts in the fields of systems thinking and enterprise architecture. Contributors: Adrian Campell, Alex Conn, Dennis Sherwood, Don deGuerre, Erik Perjons, Gene Bellinger, Harold Bud Lawson, Ilia Bider, Jack Ring, James Lapalme, James Martin, Jan Dietz, Jan Hoogervorst, Janne J. Korhonen, John Morecroft, Leo Laverdure, Linda Clod Præstholm, Mesbah Khan, Mikkel Stokbro Holst, Namkyu Park, Olov Östberg, Olusola O. Oduntan, Patrick Hoverstadt, Per Johannisson, Per-Arne Persson, Peter Sjølin, Rasmus Fischer Frost, Sally Bean, Tom Graves, and Tue Westmark Steensen.
You always knew digital was going to change things, but you didnâ€™t realize how close to home it would hit. In every industry, digital competitors are taking advantage of new platforms, tools, and relationships to undercut competitors, get closer to customers, and disrupt the usual ways of doing business. The only way to compete is to evolve. James McQuivey of Forrester Research has been teaching people how to do this for over a decade. Heâ€™s gone into the biggest companies, even in traditional industries like insurance and consumer packaged goods, and changed the way they think about innovation. Now heâ€™s sharing his approach with you.
This book endeavours to help further lift the discipline of EA by providing a reference architecture for an EA function and taking an EA approach to its documentation and analysis to help demonstrate, explain and rationalize EA and the EA function. In doing so outlining the key drivers and components of an EA function, including the influences on and objectives of EA, and the business and technology processes and resources required and used to address these. Keeping on point and avoiding being pushed into related but non-EA activities; buying time to do things properly while still being responsive and agile to changes in enterprise drivers; fitting into the organisation's governance structure; building a capability not just delivering a series of non-repeatable, point-sensitive EA services are just some of the many challenges facing Enterprise Architects today. While there are a number of useful and informative EA frameworks and books available guiding organisations on what EA should deliver, organisations and individuals are left without the one thing they espouse for the enterprise at large, a target architecture for the EA function that can be used to best align it to their enterprise and allow them to plan and oversee its formation and change effectively. This leaves many decisions to be made in the absence of sound, communicable, measurable and transparent views as to why and what to strive for in doing EA. As a reference architecture typically describes a complete target architecture, and a complete architecture can take a long time to develop and fine tune, more than can be expected within a single release, project or time frame that initial outcomes are required by EA stakeholders and customers, the book takes a look at the different capabilities or themes that might be focused on to allow for the different needs and expectations enterprises have from EA. To ensure the reference architecture incorporates best practices in EA, it is built on the concepts and principles of EA outlined in Dr Scott Bernard's book, An Introduction to Enterprise Architecture, EA3, and his EA training program and certification courses. Both of which in turn build on the EA experiences and practices of EA practitioners over near to three decades.
A comprehensive playbook for applied design thinking in business and management, complete with concepts and toolkits As many companies have lost confidence in the traditional ways of running a business, design thinking has entered the mix. Design Thinking for Strategic Innovation presents a framework for design thinking that is relevant to business management, marketing, and design strategies and also provides a toolkit to apply concepts for immediate use in everyday work. It explains how design thinking can bring about creative solutions to solve complex business problems. Organized into five sections, this book provides an introduction to the values and applications of design thinking, explains design thinking approaches for eight key challenges that most businesses face, and offers an application framework for these business challenges through exercises, activities, and resources.
The Agile Architecture Revolution: How Cloud Computing, REST-based SOA, and Mobile Computing are Changing Enterprise IT
A sneak peek at upâ€“andâ€“coming trends in IT, a multidimensional vision for achieving business agility through agile architectures The Agile Architecture Revolution places IT trends into the context of Enterprise Architecture, reinventing Enterprise Architecture to support continuous business transformation. It focuses on the challenges of large organizations, while placing such organizations into the broader business ecosystem that includes small and midsize organizations as well as startups. Organizes the important trends that are facing technology in businesses and public sector organizations today and over the next several years Presents the five broad organizing principles called Supertrends: location independence, global cubicle, democratization of technology, deep interoperability, and complex systems engineering Provides a new perspective on serviceâ€“oriented architecture in conjunction with architectural approaches to cloud computing and mobile technologies that explain how organizations can achieve better business visibility through IT and enterprise architecture Laying out a multidimensional vision for achieving agile architectures, this book discusses the crisis points that promise sudden, transformative change, unraveling how organizations spending on IT will continue to undergo radical change over the next ten years.
Enterprise Architecture Made Simple: Using the Ready, Set, Go Approach to Achieving Information Centricity
Learn how to institute and implement enterprise architecture in your organization. You can make a quick start and establish a baseline for your enterprise architecture within ten weeks, then grow and stabilize the architecture over time using the proven Ready, Set, Go Approach. The authors have combined more than three decades of experience in enterprise architecture, business development, and business modeling. They have introduced enterprise architecture to numerous different sectors and areas of operations. Both have been active as consultants and educators; they have also been examiners for a training course that certifies enterprise architects. In these roles, they have established the foundations of the enterprise architecture concept for numerous individuals and businesses. Håkan Edvinsson is currently the CTO and partner of Informed Decisions and Lottie Aderinne is the owner and partner of Vilante Consulting. Both companies provide consulting services for EA and change management projects.
Living with people who differ - racially, ethnically, religiously, or economically - is the most urgent challenge facing civil society today. We tend socially to avoid engaging with people unlike ourselves, and modern politics encourages the politics of the tribe rather than of the city. In this thought-provoking book, Richard Sennett discusses why this has happened and what might be done about it. Sennett contends that cooperation is a craft, and the foundations for skillful cooperation lie in learning to listen well and discuss rather than debate. In Together he explores how people can cooperate online, on street corners, in schools, at work, and in local politics. He traces the evolution of cooperative rituals from medieval times to today, and in situations as diverse as slave communities, socialist groups in Paris, and workers on Wall Street. Divided into three parts, the book addresses the nature of cooperation, why it has become weak, and how it could be strengthened. The author warns that we must learn the craft of cooperation if we are to make our complex society prosper, yet he reassures us that we can do this, for the capacity for cooperation is embedded in human nature.
What Matters Now: How to Win in a World of Relentless Change, Ferocious Competition, and Unstoppable Innovation
Obviously, there are lots of things that matter now. But in a world of fractured certainties and battered trust, some things matter more than others. While the challenges facing organizations are limitless; leadership bandwidth is not. That is why you have to be clear about what really matters now. What are the fundamental, make-or-break issues that will determine whether your organization thrives or dives in the years ahead? Hamel identifies five issues are that are paramount: values, innovation, adaptability, passion and ideology. In doing so he presents an essential agenda for leaders everywhere.
An Introduction to Enterprise Architecture is the culmination of several decades of experience that I have gained through work initially as an information technology manager and then as a consultant to executives in the public and private sectors. I wrote this book for three major reasons: (1) to help move business and technology planning from a systems and process-level view to a more strategy-driven enterprise-level view, (2) to promote and explain the emerging profession of EA, and (3) to provide the first textbook on the subject of EA, which is suitable for graduate and undergraduate levels of study. To date, other books on EA have been practitioner books not specifically oriented toward a student who may be learning the subject with little to no previous exposure. Therefore, this book contains references to related academic research and industry best practices, as well as my own observations about potential future practices and the direction of this emerging profession.
Michael is CEO of a $64 billion global corporation, driving a strategy founded on productivity and growth. Despite having 'best practices' in place, spearheaded by Finance, he's convinced that many of the company's investments in change are still not delivering the most value they can, or even the value they promised. Late one night, while reading a hard-to-believe Business Case for an IT transformation, he makes it his business to find out why. With the help of his inner-circle of trusted executives and managers, and the serendipitous appearance of a friend-of-a-friend, Michael discovers what's been missing all along in the Boardroom, the businesses, and the company culture. He is faced with deciding what it's worth to sort things out, once and for all, with a strategy that combines Enterprise Architecture with Investing in Change. In this conclusion to the trilogy that began with FruITion and continued with RecrEation, Michael finds that the consequences for everyone are part cultural, part structural, and part operational. They mean challenging some of the orthodoxies that were supposed to solve the problem but have made things worse instead. What will he choose to do?
Many organizations struggle with the dynamics and the complexity of todayâ€™s social ecosystems connecting everyone and everything, everywhere and all the time. Facing challenges at the intersection of business models, technical developments and human needs, enterprises must overcome the siloed thinking and isolated efforts of the past, and instead address relationships to people holistically. In Intersection, Milan Guenther introduces a Strategic Design approach that aligns the overarching efforts of Branding, Enterprise Architecture and Experience Design on common course to shape tomorrowâ€™s enterprises. This book gives designers, entrepreneurs, innovators and leaders a holistic model and a comprehensive vocabulary to tackle such challenges. The Enterprise Design framework cuts through the complexity of Strategic Design work, explains how to navigate key aspects and bridge diverging viewpoints. In 9 examples, the author looks at the way companies like Apple, SAP, BBVA, and Jeppesen (a Boeing Company) apply design thinking and practice to shape their enterprises. Moving from strategy to conceptual design and concrete results, Intersection shows what is relevant at which point, and what expertise to involve.
Ever-changing business needs have prompted large companies to rethink their enterprise IT. Today, businesses must allow interaction with their customers, partners, and employees at more touch points and at a depth never thought previously. At the same time, rapid advances in information technologies, like business digitization, cloud computing, and Web 2.0, demand fundamental changes in the enterprises' management practices. These changes have a drastic effect not only on IT and business, but also on policies, processes, and people. Many companies therefore embark on enterprise-wide transformation initiatives. The role of Enterprise Architecture (EA) is to architect and supervise this transformational journey. Unfortunately, todays EA is often a ponderous and detached exercise, with most of the EA initiatives failing to create visible impact. The enterprises need an EA that is agile and responsive to business dynamics. Collaborative Enterprise Architecture provides the innovative solutions todays enterprises require, informed by real-world experiences and experts' insights. This book, in its first part, provides a systematic compendium of the current best practices in EA, analyzes current ways of doing EA, and identifies its constraints and shortcomings. In the second part, it leaves the beaten tracks of EA by introducing Lean, Agile, and Enterprise 2.0 concepts to the traditional EA methods. This blended approach to EA focuses on practical aspects, with recommendations derived from real-world experiences. A truly thought provoking and pragmatic guide to manage EA, Collaborative Enterprise Architecture effectively merges the long-term oriented top-down approach with pragmatic bottom-up thinking, and that way offers real solutions to businesses undergoing enterprise-wide change. This title covers the latest emerging technologies affecting business practice, including digitization, cloud computing, agile software development, and Web 2.0. It focuses on the practical implementation of EAM rather than theory, with recommendations based on real-world case studies. It addresses changing business demands and practices, including Enterprise 2.0 , open source, global sourcing, and more. It takes an innovative approach to EAM, merging standard top-down and pragmatic, bottom-up strategies, offering real solutions to businesses undergoing enterprise-wide changes.
Thinking strategically is what separates managers and leaders. Learn the fundamentals about how to create winning strategy and lead your team to deliver it. From understanding what strategy can do for you, through to creating a strategy and engaging others with strategy, this book offers practical guidance and expert tips. It is peppered with punchy, memorable examples from real leaders winning (and losing) with real world strategies. It can be read as a whole or you can dip into the easy-to-read, bite-size sections as and when you need to deal with a particular issue. The structure has been specially designed to make sections quick and easy to use â€“ youâ€™ll find yourself referring back to them again and again.
Strategic Enterprise Architecture Management: Challenges, Best Practices, and Future Developments (Management for Professionals)
The discipline of Enterprise Architecture Management (EAM) deals with the alignment of business and information systems architectures. While EAM has long been regarded as a discipline for IT managers this book takes a different stance: It explains how top executives can use EAM for leveraging their strategic planning and controlling processes and how EAM can contribute to sustainable competitive advantage. Based on the analysis of best practices from eight leading European companies from various industries the book presents crucial elements of successful EAM. It outlines what executives need to do in terms of governance, processes, methodologies and culture in order to bring their management to the next level. Beyond this, the book points how EAM might develop in the next decade allowing todayâ€™s managers to prepare for the future of architecture management.
Enterprises, from small to large, evolve continuously. As a result, their structures are transformed and extended continuously. Without some means of control, such changes are bound to lead to an overly complex, uncoordinated and heterogeneous environment that is hard to manage and hard to adapt to future changes. Enterprise architecture principles provide a means to direct transformations of enterprises. As a consequence, architecture principles should be seen as the cornerstones of any architecture. In this book, Greefhorst and Proper focus on the role of architecture principles. They provide both a theoretical and a practical perspective on architecture principles. The theoretical perspective involves a brief survey of the general concept of principle as well as an analysis of different flavors of principles. Architecture principles are regarded as a specific class of normative principles that direct the design of an enterprise, from the definition of its business to its supporting IT. The practical perspective on architecture principles is concerned with an approach to the formulation of architecture principles, as well as their actual use in organizations. To illustrate their use in practice, several real-life cases are discussed, an application of architecture principles in TOGAF is included, and a catalogue of example architecture principles is provided. With this broad coverage, the authors target students and researchers specializing in enterprise architecture or business information systems, as well as practitioners who want to understand the foundations underlying their practical daily work.
Intended for anyone charged with coordinating enterprise architectural design in a small, medium, or large organization, Sustainable Enterprise Architecture helps you explore the various elements of your own particular network environment to develop strategies for mid- to long-term management and sustainable growth. Organized much like a book on structural architecture, this one starts with a solid foundation of frameworks and general guidelines for enterprise governance and design. The book covers common considerations for all enterprises, and then drills down to specific types of technology that may be found in your enterprise. It explores strategies for protecting enterprise resources and examines technologies and strategies that are only just beginning to take place in the modern enterprise network.
This book will provide IS architects with an easy pragmatic (non academic) way to deliver proven ROI, lower risks and a faster time to market in Enterprise Architecture. The chapters will concentrate on the motivations of enterprises, the pragmatic reuse of the existing assets, the implementation of a standard process in architecture and the description and implementation suggestions on some standard business processes This book will not assume that you familiar with any frameworks or theories on Enterprise Architecture.
The Innovative University illustrates how higher education can respond to the forces of disruptive innovation , and offers a nuanced and hopeful analysis of where the traditional university and its traditions have come from and how it needs to change for the future. Through an examination of Harvard and BYU-Idaho as well as other stories of innovation in higher education, Clayton Christensen and Henry Eyring decipher how universities can find innovative, less costly ways of performing their uniquely valuable functions.
The Social Organization: How to Use Social Media to Tap the Collective Genius of Your Customers and Employees
Being a social organization goes beyond experimenting with social media technology tools - the provide and pray approach. In fact, it is not about the technology at all. A social organization addresses significant business challenges and opportunities using the social media platform to create mass collaboration - what Gartner predicts will be the next evolutionary pillar defining how work gets done around the world. Mass collaboration extends beyond social media to enable your employees, customers, suppliers and all other stakeholders to participate directly in the creation of value. That, in broad strokes, is the promise of social media, declare Anthony J. Bradley and Mark P. McDonald, authors of The Social Organization, which reveals how executives from CEOs to managers can make mass collaboration a source of enduring competitive advantage in their enterprise.
Most new businesses fail. But most of those failures are preventable. The Lean Startup is a new approach to business that's being adopted around the world. It is changing the way companies are built and new products are launched. The Lean Startup is about learning what your customers really want. It's about testing your vision continuously, adapting and adjusting before it's too late. Now is the time to think Lean.
Some trends are clear and visible; others are less so. But it is the invisible trends that have a greater impact on our lives and society. An example of this is the current global recession, which few people saw coming. If you really want to understand the present and the future, you need to look at the long-term invisible changes taking place behind the scenes â€“ not the plethora of trendy gadgets and fashion statements surrounding us on a daily basis. In this book, leading trendspotter and futurist Magnus Lindkvist goes beyond the latest handbag colours and digital gadgets, and instead takes us on a breathtaking tour of the real trends that are happening and evolving. These are the trends that will make a lasting impact on the world and our daily lives. They will provoke you into thinking about the present and future in a completely differently way.
Simon is a seasoned Enterprise Architect who joins a corporation in New York as their first-ever Vice President of Enterprise Architecture. On his very first day, he meets the global Chief Executive Officer (CEO) who asks Simon What do you do? Simon's reply triggers the CEO to respond in a way that our hero least expects. What follows is a journey across continents and oceans in which Simon uncovers the true meaning of Enterprise Architecture, who is doing it, and how successful they are. On his travels, Simon teams up with senior executives around the world to integrate Enterprise Architecture into their strategies and business plans, and to innovate in the architecture of their enterprise. Everyone he meets has some wisdom to offer, and is looking for his in return. Finally, Simon has to make a choice between the kind of Enterprise Architect he used to be and the one he has become. Join the characters in this sequel to the highly-acclaimed business novel fruITion, as they contribute to Simon's journey and he makes his final choice. Share in his thoughts and experiences, and join the author in observing key messages along the journey.
Organizations today face a crisis. The crisis is of long standing and its signs are widespread. Most proposals for improving management address one element of the crisis at the expense of the others. The principles described by awardâ€“winning author Stephen Denning simultaneously inspire high productivity, continuous innovation, deep job satisfaction and client delight. Denning puts forward a fundamentally different approach to management, with seven interâ€“locking principles of continuous innovation: focusing the entire organization on delighting clients; working in selfâ€“organizing teams; operating in clientâ€“driven iterations; delivering value to clients with each iteration; fostering radical transparency; nurturing continuous selfâ€“improvement and communicating interactively. In sum, the principles comprise a new mental model of management.
Business Model Generation is a handbook for visionaries, game changers, and challengers striving to defy outmoded business models and design tomorrow's enterprises. If your organization needs to adapt to harsh new realities, but you donâ€²t yet have a strategy that will get you out in front of your competitors, you need Business Model Generation. Coâ€“created by 470 Business Model Canvas practitioners from 45 countries, the book features a beautiful, highly visual, 4â€“color design that takes powerful strategic ideas and tools, and makes them easy to implement in your organization. It explains the most common Business Model patterns, based on concepts from leading business thinkers, and helps you reinterpret them for your own context. You will learn how to systematically understand, design, and implement a gameâ€“changing business modelâ€“â€“or analyze and renovate an old one.
This book will help you understand what is in store for you if you are a new or an aspiring EA. Step One will help you assess whether you are qualified to do the job. Steps Two and Three will help you learn the skills and abilities you need to excel in the role as well as help you define your future in the role. In these steps, you will read and learn information about deciding to pursue a career in enterprise architecture. Steps Four and Five will allow you to visualize and think like a master architect. They will provide a step-by-step approach to gaining the hard and soft skills you need to be in the top 10 percent of all enterprise and IT architects.
Information Technology is responsible for approximately 2% of the world's emission of greenhouse gases. The IT sector itself contributes to these greenhouse gas emissions, through its massive consumption of energy - and therefore continuously exacerbates the problem. At the same time, however, the IT industry can provide the technological solutions we need to optimise resource use, save energy and reduce greenhouse gas emissions. We call this Greening IT. This book looks into the great potential of greening society with IT - i.e. the potential of IT in transforming our societies into Low-Carbon societies. The book is the result of an internationally collaborative effort by a number of opinion leaders in the field of Greening IT.
A wave of business innovation is driving the productivity resurgence in the U.S. economy. In Wired for Innovation, Erik Brynjolfsson and Adam Saunders describe how information technology directly or indirectly created this productivity explosion, reversing decades of slow growth. They argue that the companies with the highest level of returns to their technology investment are doing more than just buying technology; they are inventing new forms of organizational capital to become digital organizations. These innovations include a cluster of organizational and business-process changes, including broader sharing of information, decentralized decision-making, linking pay and promotions to performance, pruning of non-core products and processes, and greater investments in training and education. Brynjolfsson and Saunders go on to examine the real sources of value in the emerging information economy, including intangible inputs and outputs that have defied traditional metrics. For instance, intangible organizational capital is not directly observable on a balance sheet yet amounts to trillions of dollars of value. Similarly, such nonmarket transactions of information goods as Google searches or views of Wikipedia articles are an increasingly large share of the economy yet virtually invisible in the GDP statistics. Drawing on work done at the MIT Center for Digital Business and elsewhere, Brynjolfsson and Saunders explain how to better measure the value of technology in the economy. They treat technology as not just another type of ordinary capital investment by also focusing on complementary investments--including process redesign, training, and strategic changes--and ton he value of product quality, timeliness, variety, convenience, and new products. Innovation continues through booms and busts. This book provides an essential guide for policy makers and economists who need to understand how information technology is transforming the economy and how it will create value in the coming decade.
Exploring the paradigm shift in business brought about by innovations in communication technology, this collaboration from three consultant-authors provides a succinct metaphor for the shift in the information economy-from "push" to "pull"-but little else. Though they provide an effective survey of the effect of more interactive, ubiquitous and on-demand communication, it already feels dated; the essential messages that Hagel, Brown, and Davison derive-networking is key, you should pursue your passions, many traditional ways of doing business are over-are old news in the business self-help section. The examples they provide focus primarily on individually-driven collaborative efforts (wikis, online gaming) and make poor analogies for someone looking to revitalize a corporation or present a compelling case for change to colleagues or an intransigent CEO. Professionals who already know that the Internet isn't just a phase will need more information than this book provides.
Systems are everywhere and affect us daily in our private and professional lives. We all use the word system to describe something that is essential but often abstract, complex and even mysterious. However, learning to utilize system concepts as first class objects as well as methodologies for systems thinking and systems engineering provides a basis for removing the mystery and moving towards mastery even for complex systems. This journey through the Systems Landscape has been developed to promote learning to think and act in terms of systems. A unique aspect is the introduction of concrete system semantics provided as a "system survival kit" and based upon a limited number of concepts and principles as well as a mental model called the system-coupling diagram. This discipline independent presentation assists individuals and is essential for building a learning organization that can utilize a systems approach to achieving its enterprise goals. The eight chapters are presented as stops along a journey that successively build system knowledge. Each chapter terminates with a Knowledge Verification section that provides questions and exercises for individuals and groups. Case studies reflecting the utilization of the system related concepts, principles and methodologies are provided as chapter interludes.
Everything in life is, in a sense, unexpected. From the people you meet to the events you experience. But sometimes the unexpected attacks. It eats at you and fundamentally changes where you are and where you are going. September 11, the credit crunch, and the rise of the World Wide Web are recent examples of agenda changing megaevents that we were forced to react to in some way or another. This book, by one of the worldâ€™s leading trendspotters, is designed to help you understand the nature of unexpected events and how we are affected by it on an individual, corporate and societal basis. Building on studies of and interviews with people who have in some way been â€œattackedâ€ and significantly affected by the unexpected, its aim is to help you stop fearing uncertainty and start embracing and leveraging it to your advantage. About the Author: Magnus Lindkvist is an acclaimed trendspotter and popular speaker around the world. He is the author of Everything We Know is Wrong (Marshall Cavendish, 2009) and was selected as Swedenâ€™s Business Speaker of the Year in 2009. He is based in Stockholm, Sweden.
It's time to completely rethink IT. It's time for a radical change in IT. It's time for Fusion. This book provides a roadmap for the journey to completely rethink IT, and transform IT into something radically new. The book includes a chapter about how enterprise architecture relates to Business/IT Fusion.
Twenty years after the first publications and books on enterprise architecture, the domain is evolving from a technology-driven towards a more business-driven approach, thus empowering decision makers to adapt and transform an enterprise in order to keep up with changing business needs. At the same time the discipline of enterprise architecting has matured, leading to a better understanding of the profession of an enterprise architect. With this book, the authors - consultants with CapGemini - aim to provide an overview of enterprise architecture including the process of creating, applying and maintaining it, thus taking into account the perspectives of CxOs, business managers, enterprise architects, solution architects, designers and engineers. They explore the results that are produced as part of an enterprise architecture, the process by which these are produced, and the role the architect plays in this process.As such, they do not describe a specific method for developing an enterprise (IT) architecture, nor do they define a specific modeling language for enterprise architecture, rather they offer the reader a fundamental way of thinking about enterprise architecture, which will enable him to select and apply the right approach, architecture framework and tools that meet the objective and context of the architecture work at hand. This approach is emphasized by discussion statements at the end of each chapter, sparking thoughts about benefits, shortcomings, and future research directions. Covering both theoretical foundations and practical use, and written in close collaboration between industry professionals and academic lecturers, "Enterprise Architecture" thus offers an ideal introduction for students in areas like business information systems or management science, as well as guidance and background for professionals seeking a more thorough understanding of their field of work.
Achieving enterprise success necessitates addressing enterprises in ways that match the complexity and dynamics of the modern enterprise environment. However, since the majority of enterprise strategic initiatives appear to fail â€“ among which those regarding information technology â€“ the currently often practiced approaches to strategy development and implementation seem more an obstacle than an enabler for strategic enterprise success. Two themes underpin the fundamentally different views outlined in this book. First, the competence-based perspective on governance, whereby employees are viewed as the crucial core for effectively addressing the complex, dynamic and uncertain enterprise reality, as well as for successfully defining and operationalizing strategic choices. Second, enterprise engineering as the formal conceptual framework and methodology for arranging a unified and integrated enterprise design, which is a necessary condition for enterprise success.
In the years following her role as the lead author of the international bestseller, Limits to Growth, Donella Meadows remained a pioneer of environmental and social analysis until her untimely death in 2001. Meadows' newly released manuscript, edited by the Sustainability Institute's Diana Wright, brings systems thinking out of the realm of computers and equations and into the tangible world, showing readers how to develop the systems-thinking skills that thought leaders across the globe consider critical for 21st-century life. Some of the biggest problems facing the world - war, hunger, poverty, and environmental degradation - are essentially system failures. They cannot be solved by fixing one piece in isolation from the others, because even seemingly minor details have enormous power to undermine the best efforts of too-narrow thinking. Although both tools and methods are included, the heart of the book reminds readers to pay attention to what is important, not just what is quantifiable, to stay humble and to continue to learn. Thinking in Systems helps readers avoid confusion and helplessness, the first step toward finding proactive and effective solutions.
Enterprise governance of information technology is a relatively new concept that is gaining traction in both the academic and practitioner worlds. Going well beyond the implementation of a superior IT infrastructure, â€œEnterprise Governance of Information Technologyâ€ is about defining and embedding processes and structures throughout the organizations that enable both business and IT people to execute their responsibilities, while maximizing the value created from their IT-enabled investments. At the forefront of the field, the authors draw from years of research and advising corporate clients to present the first comprehensive resource on the topic. Featuring numerous case examples from companies around the world, the book integrates theoretical advances and empirical data with practical application, including in-depth discussion of such frameworks as COBIT and VALIT, which are used to measure and audit the value of IT investments and ensuring regulatory compliance. A variety of elements, including executive summaries and sidebars, extensive references, and questions and activities (with additional materials available on-line) ensure that the book will be an essential resource for professionals, researchers, and students alike.
Digitization of business interactions and processes is advancing full bore. But in many organizations, returns from IT investments are flatlining, even as technology spending has skyrocketed. These challenges call for new levels of IT savvy: the ability of all managers-IT or non-IT-to transform their company's technology assets into operational efficiencies that boost margins. Companies with IT-savvy managers are 20 percent more profitable than their competitors. In IT Savvy, Peter Weill and Jeanne Ross-two of the world's foremost authorities on using IT in business-explain how non-IT executives can acquire this savvy. Concise and practical, the book describes the practices, competencies, and leadership skills non-IT managers need to succeed in the digital economy. You'll discover how to: -Define your firm's operating model-how IT can help you do business -Revamp your IT funding model to support your operating model -Build a digitized platform of business processes, IT systems, and data to execute on the model -Determine IT decision rights -Extract more business value from your IT assets Packed with examples and based on research into eighteen hundred organizations in more than sixty countries, IT Savvy is required reading for non-IT managers seeking to push their company's performance to new heights.
The book introduces the idea of Coherency Management, and asserts that this is the primary outcome goal of an enterprise's architecture. With submissions from over 30 authors and co-authors, the book reinforces the idea that EA is being practiced in an ever-increasing variety of circumstances - from the tactical to the strategic, from the technical to the political, and with governance that ranges from sell to tell. The characteristics, usages, value statements, frameworks, rules, tools and countless other attributes of EA seem to be anything but orderly, definable, classifiable, and understandable as might be hoped given heritage of EA and the famous framework and seminal article on the subject by John Zachman over two decades ago. Notably, EA is viewed as an Enterprise Design and Management approach, adopted to build better enterprises, rather than a IT Design and Management approach limited to build better systems.
The book State of the eUnion: Government 2.0 and Onwards was released at 00:00 CET on 18th November 2009. Edited by John GÃ¸tze and Christian Bering Pedersen, and foreworded by Don Tapscott, the book is a cornucopia of ideas and experiences from thought-leaders on three continents.
4th Edition: The causal problem has become topical once again. While we are no longer causalists or believers in the universal truth of the causal principle we continue to think of causes and effects, as well as of causal and noncausal relations among them. Instead of becoming indeterminists we have enlarged determinism to include noncausal categories. And we are still in the process of characterizing our basic concepts and principles concerning causes and effects with the help of exact tools. This is because we want to explain, not just describe, the ways of things. The causal principle is not the only means of understanding the world but it is one of them.The demand for a fourth edition of this distinguished book on the subject of causality is clear evidence that this principle continues to be an important and popular area of philosophic enquiry. Non-technical and clearly written, this book focuses on the ontological problem of causality, with specific emphasis on the place of the causal principle in modern science. Mario Bunge first defines the terminology employed and describes various formulations of the causal principle. He then examines the two primary critiques of causality, the empiricist and the romantic, as a prelude to the detailed explanation of the actual assertions of causal determinism.Bunge analyzes the function of the causal principle in science, touching on such subjects as scientific law, scientific explanation, and scientific prediction. In so doing, he offers an education to layman and specialist alike on the history of a concept and its opponents.
We live in the midst of a revolution in communication technologies that affects the way in which people feel, think, and behave. The media have become the space where power strategies are played out. In the current technological context mass communication goes beyond traditional media and includes the Internet and mobile communication. In this wide-ranging and powerful book, Manuel Castells analyses the transformation of the global media industry by this revolution in communication technologies. He argues that a new communication system, mass self-communication, has emerged, and power relationships have been profoundly modified by the emergence of this new communication environment. Created in the commons of the Internet this communication can be locally based, but globally connected. It is built through messaging, social networks sites, and blogging, and is now being used by the millions around the world who have access to the Internet. Drawing on a wide range of social and psychological theories, Castells presents original research on political processes and social movements, including the misinformation of the American public on the Iraq War, the global environmental movement to prevent climate change, the control of information in China and Russia, and Internet-based political campaigns, such as the Obama campaign in the United States. On the basis of these case studies he proposes a new theory of power in the information age based on the management of communication networks Justly celebrated for his analysis of the network society, Castells here builds on that work, offering a well grounded and immensely challenging picture of communication and power in the 21st century. This is a book for anyone who wants to understand the dynamics and character of the modern world.
How do you lead when the world just won't stand still? Leading in Turbulent Times is based on exclusive interviews with the frontline leaders who know how to adapt to rapid change and how to help their companies overcome the challenging obstacles they face. When change is the name of the game, the best leaders focus on passion; communication; and vision.
Technology has changed what it means for communities to 'be together.' Digital tools are now part of most communities' habitats. This book develops a new literacy and language to describe the practice of stewarding technology for communities. Whether you want to ground your technology stewardship in theory and deepen your practice, whether you are a community leader or sponsor who wants to understand how communities and technology intersect, or whether you just want practical advice, this is the book for you.
The American people are frustrated with their government-dismayed by a series of high-profile failures (Iraq, Katrina, the financial meltdown) that seems to just keep getting longer. Yet our nation has a proud history of great achievements: victory in World War II, our national highway system, welfare reform, the moon landing. We need more successes like these to reclaim government's legacy of competence. In If We Can Put a Man on the Moon, William Eggers and John O'Leary explain how to do it. The key? Understand-and avoid-the common pitfalls that trip up public-sector leaders during the journey from idea to results. At a time of unprecedented challenges, this book, with its abundant examples and hands-on advice, is the essential guide to making our government work better. A must-read for every public official, this book will be of interest to anyone who cares about the future of democracy.
Change by Design: How Design Thinking Creates New Alternatives for Business and Society: How Design Thinking Can Transform Organizations and Inspire Innovation
The myth of innovation is that brilliant ideas leap fully formed from the minds of geniuses. The reality is that most innovations come from a process of rigorous examination through which great ideas are identified and developed before being realized as new offerings and capabilities. This book introduces the idea of design thinking, the collaborative process by which the designer's sensibilities and methods are employed to match people's needs not only with what is technically feasible and a viable business strategy. In short, design thinking converts need into demand. It's a human-centered approach to problem solving that helps people and organizations become more innovative and more creative. Design thinking is not just applicable to so-called creative industries or people who work in the design field. It's a methodology that has been used by health organizations to increase the quality of patient care by re-examining the ways that their nurses manage shift change, or rethink supply chain management.
Most companies today have innovation envy. They yearn to come up with a game-changing innovation like Apple's iPod, or create an entirely new category like Facebook. Many make genuine efforts to be innovative-they spend on R&D, bring in creative designers, hire innovation consultants. But they get disappointing results. Why? In The Design of Business, Roger Martin offers a compelling and provocative answer: we rely far too exclusively on analytical thinking, which merely refines current knowledge, producing small improvements to the status quo. To innovate and win, companies need design thinking. This form of thinking is rooted in how knowledge advances from one stage to another-from mystery (something we can't explain) to heuristic (a rule of thumb that guides us toward solution) to algorithm (a predictable formula for producing an answer) to code (when the formula becomes so predictable it can be fully automated). As knowledge advances across the stages, productivity grows and costs drop-creating massive value for companies. Martin shows how leading companies such as Procter & Gamble, Cirque du Soleil, RIM, and others use design thinking to push knowledge through the stages in ways that produce breakthrough innovations and competitive advantage.
This title is filled with practical and insightful expert advice on how to increase productivity through creativity and innovation. Packed with intriguing and insightful case studies and practical advice, "Design Thinking" is a comprehensive guide to increasing productivity through cultivating creativity. Divided into three sections that focus on the use of design for innovation and brand-building, the emerging role of service design, and the design of meaningful customer experiences, this book provides readers with the strategies and confidence necessary to encourage the growth of creative thought within their business. Featuring 30 articles, written by industry experts, that show how to build a solid brand foundation, solve problems with simplified thinking, anticipate and capitalize on trends, figure out what consumers want before they do, and align mission, vision, and strategy with a corporate brand, this is a must-have reference for anyone wanting to increase their businesses productivity.
"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.
If you're a general manager or CFO, do you feel you're spending too much on IT or wishing you could get better returns from your IT investments? If so, it's time to examine what's behind this IT-as-cost mind-set. In The Real Business of IT, Richard Hunter and George Westerman reveal that the cost mind-set stems from IT leaders' inability to communicate about the business value they create-so CIOs get stuck discussing budgets rather than their contributions to the organization. The authors show how to communicate about these forms of value with non-IT leaders-so they understand how your firm is benefiting and see IT as the strategic powerhouse it truly is.
Called 'part entertaining novel and part enlightening textbook' by reviewers, FruITion is about Ian the CIO. How will Ian as the CIO react when the management team explores a very different relationship with IT? The strategy that emerges has major implications for the CIO and everyone in the IT department. The book is followed up with two other books, RecrEAtion and DefrICtion. Chris Potts has developed a unique approach to enterprise architecture and portfolio management, called Enterprise Investment.
Web 2.0 makes headlines, but how does it make money? This concise guide explains what's different about Web 2.0 and how those differences can improve your company's bottom line. Whether you're an executive plotting the next move, a small business owner looking to expand, or an entrepreneur planning a startup, "Web 2.0: A Strategy Guide" illustrates through real-life examples how businesses, large and small, are creating new opportunities on today's Web. This book is about strategy. Rather than focus on the technology, the examples concentrate on its effect. You will learn that creating a Web 2.0 business, or integrating Web 2.0 strategies with your existing business, means creating places online where people like to come together to share what they think, see, and do. When people come together over the Web, the result can be much more than the sum of the parts. The customers themselves help build the site, as old-fashioned 'word of mouth' becomes hypergrowth."Web 2.0 : A Strategy Guide" demonstrates the power of this new paradigm by examining how: Flickr, a classic user-driven business, created value for itself by helping users create their own value; Google made money with a model based on free search, and changed the rules for doing business on the Web-opening opportunities you can take advantage of; social network effects can support a business-ever wonder how FaceBook grew so quickly?; and, businesses like Amazon tap into the Web as a source of indirect revenue, using creative new approaches to monetize the investments they've made in the Web. Written by Amy Shuen, an authority on Silicon Valley business models and innovation economics, "Web 2.0: A Strategy Guide" explains how to transform your business by looking at specific practices for integrating Web 2.0 with what you do. If you're executing business strategy and want to know how the Web is changing business, this book is for you.
Corporate executives are struggling with a new trend: people using online social technologies (blogs, social networking sites, YouTube, podcasts) to discuss products and companies, write their own news, and find their own deals. This groundswell is global, it s unstoppable, it affects every industry and it s utterly foreign to the powerful companies running things now. When consumers you ve never met are rating your company s products in public forums with which you have no experience or influence, your company is vulnerable. In Groundswell, Charlene Li and Josh Bernoff of Forrester, Inc. explain how to turn this threat into an opportunity.
The aim of this set of books is to combine the best of current academic research into the use of Communities of Practice in education with "hands on" practitioner experience in order to provide teachers and academics with a convenient source of guidance and an incentive to work with and develop in their own Communities of Practice. This set of books is divided into two volumes: volume 1 deals principally with the issues found in colocated Communities of Practice, while volume 2 deal principally with distributed Communities of Practice"
In his international bestseller "Leading Change," Kotter provided an action plan for implementing successful transformations. Now, he shines the spotlight on the crucial first step in his framework: creating a sense of urgency by getting people to actually see and feel the need for change.
This book is for business professionals interested in learning techniques for managing change in technology driven companies. It focuses on bridging business and I/T strategies through the Enterprise Architecture function. Unlike many books about I/T, it is not about building things. Rather, it is about what business people can do with what I/T produces.
The purpose of this guide is to provide guidance to organization's in initiating, developing, using, and maintaining their enterprise architecture (EA) practice. This guide offers a set of Enterprise Architecture Good Practices that have proven their benefits to organizations and that addresses an end-to-end process to initiate, implement, and sustain an EA program, and describes the necessary roles and associated responsibilities for a successful EA program. Enterprise Architecture is a complete expression of the enterprise; a master plan which acts as a collaboration force between aspects of business planning such as goals, visions, strategies and governance principles; aspects of business operations such as business terms, organization structures, processes and data; aspects of automation such as information systems and databases; and the enabling technological infrastructure of the business such as computers, operating systems and networks.
This book explains how to connect tangible business value with IT decisions, and how to build an organization around that practice. It describes how to create an agile IT organization that implements governance in a nimble yet effective manner that, and that turns that into a strategic advantage. It explains how to connect enterprise architecture with business strategy, and how to reconcile the many different perspectives of architecture, including business architecture, data architecture, and software architecture. These are addressed at all levels, from the project to the CIO, and in terms of how IT should interact with the other parts of the organization.
Enterprise Modeling has been defined as the art of externalizing enterprise knowledge, i.e., representing the core knowledge of the enterprise. Although useful in product design and systems development, for modeling and model-based approaches to have a more profound effect, a shift in modeling approaches and methodologies is necessary. Modeling should become as natural as drawing, sketching and scribbling, and should provide powerful services for capturing work-centric, work-supporting and generative knowledge, for preserving context and ensuring reuse. A solution is the application of Active Knowledge Modeling (AKM). The AKM technology is about discovering, externalizing, expressing, representing, sharing, exploring, configuring, activating, growing and managing enterprise knowledge. An AKM solution is about exploiting the Web as a knowledge engineering medium, and developing knowledge-model-based families of platforms, model-configured workplaces and services. This book was written by the inventors of AKM arising out of their cooperation with both scientists and industrial practitioners over a long period of time, and the authors give examples, directions, methods and services to enable new ways of working, exploiting the AKM approach to enable effective c-business, enterprise design and development, and lifecycle management. Industry managers and design engineers will become aware of the manifold possibilities of, and added values in, IT-supported distributed design processes, and researchers for collaborative design environments will find lots of stimulation and many examples for future developments.
Enterprise Architecture Best Practice Handbook: Building, Running and Managing Effective Enterprise Architecture Programs
This book claims to cover 'every detail, including some missed in other books'. False declaration!
Systems Thinking in the Public Sector: The Failure of the Reform Regime.... and a Manifesto for a Better Way
With the UK's public sector in crisis, John Seddon's fiercely outspoken new book is already causing a stir. Wrong-headed, ill thought-out reform from a succession of monetarist governments has led to unwieldy systems of mass production that do little for the people they are supposed to serve. Hospitals, local authorities, schools, housing associations, taxation and benefits offices: all are victims of a dysfunctional regime created by a government-enforced culture of deliverology that puts targets and red tape before people. In Systems Thinking in the Public Sector, John Seddon argues powerfully for the government to forget sticking plasters like CRM and citizen empowerment and says don't tweak the system. Ditch it. Systems Thinking in the Public Sector gives example after example of exactly how the system fails from housing benefits and care for the elderly to call centres like Consumer Direct. Drawing on Seddon's extensive experience working as a consultant with UK public sector managers, this is a fiercely uncompromising, yet rigorous manifesto for change.
Over the past two decades, the government sector has emerged as the area of largest implementation of enterprise architecture - a critical success factor for all types, scales, and intensities of e-government programs. Advances in Government Enterprise Architecture is a seminal publication in the emerging and evolving discipline of enterprise architecture (EA). Presenting current developments, issues, and trends in EA, this critical resource provides IT managers, government CIOs, researchers, educators, and professionals with insights into the impact of effective EA on IT governance, IT portfolio management, and IT outsourcing, creating a must-have holding for academic libraries and organizational information centers.
The Necessary Revolution: How Individuals and Organisations Are Working Together to Create a Sustainable World
What is THE NECESSARY REVOLUTION? The End of an Era. The Industrial Age Bubble the take, make, waste way of thinking that has dominated the developed world for the past 200 years is coming to an end. Leaders from organizations and groups as diverse as Coca- Cola and Costco, DuPont, Google, Alcoa, and Nike, Oxfam and the World Wildlife Fund are leading the charge to change the very way we do business. The Dawn of a Revolution. The environmental and social challenges before us climate change, the depletion of natural resources, the side-effects of rampant consumerism, and a widening economic divide create an unprecedented opportunity for change. Initiatives from innovative organizations from every sector from the EU's End of Vehicle Lifetime directive to Nike's new green products to Coke s transformative collaboration with the World Wildlife Fund are proving that by working together, businesses, government, and non-profit organizations are starting to bring about real, sustainable change. We must act together now. The Necessary Revolution offers a toolkit with specific strategies and points of action to help change how organizations think and act. Our situation could not be more urgent. We need to cut carbon dioxide emissions globally by 80% in 20 years. We need to reduce our consumption of water and energy drastically. We need to stop pretending that the problems belong to someone else: in an interconnected world, it doesn t matter whose end of the boat has a hole. There are no good guys and bad guys we are all responsible for our core sustainability issues: food, water, energy, waste, and toxicity. And every one of us has to be part of the solution. Imagine a world in which the excess energy from one business would be used to heat another. Where buildings need less and less energy, and where regenerative commercial buildings ones that create more energy than they use are being designed. A world in which environmentally-sound products and processes would be more cost-effective than wasteful ones. A world in which corporations such as Costco, Nike, BP and countless others are forming partnerships with environmental and social justice organizations to ensure better stewardship of the earth and better livelihoods in the developing world. Now, stop imagining that world is already emerging. A revolution is underway in today's organizations. As Peter Senge and his co-authors reveal in The Necessary Revolution, companies around the world are boldly leading the change from dead-end business as usual tactics to trans- formative strategies that are essential for creating a flourishing, sustainable world. There is a long way to go, but the era of denial has ended. Today's most innovative leaders are recognizing that for the sake of our companies and our world, we must implement revolutionary not just incremental changes in the way we live and work.
Strategy is the most prestigious but also the most confusing part of business. Managers are constantly bombarded with new jargon and the latest fads promising the magic bullet for every strategic problem. The world of strategy can seem to be an impenetrable jungle. Strategy Safari presents a powerful antidote to the dilemma of needing to know about strategy and yet not being able to find any comprehensible guidelines. This revised edition is a comprehensive, colourful and illuminating tour through the wilds of strategic management. In this provocative, jargon-free and extremely readable guide, top strategy authors Mintzberg, Ahlstrand & Lampel clearly set out and critique each of the ten major schools of strategic management thinking to help you grasp what you really need to know.
The world of management is in crisis â€“ the old remedies no longer work and organizations are failing at an increasing rate. Although many talk of â€˜joined up thinkingâ€™, few offer practical guidance on how to achieve this in organizations. The Fractal Organization sets down the practical implications of a well tested systemic approach to building organizations that are capable of surviving and flourishing in these turbulent times.
Presentation designer and internationally acclaimed communications expert Garr Reynolds, creator of the most popular Web site on presentation design and delivery on the net - presentationzen.com - shares his experience in a provocative mix of illumination, inspiration, education, and guidance that will change the way you think about making presentations with PowerPoint or Keynote. Presentation Zen challenges the conventional wisdom of making "slide presentations" in todayâ€™s world and encourages you to think differently and more creatively about the preparation, design, and delivery of your presentations. Garr shares lessons and perspectives that draw upon practical advice from the fields of communication and business. Combining solid principles of design with the tenets of Zen simplicity, this book will help you along the path to simpler, more effective presentations.
Written by a top PMI trainer, this book is essential reading if you wish to pass the new Project Management Institute's Program Management Certification exam-or if you want to take your project management skills to an advanced level. It is also a must read if you're a senior executives who wants a flexible organization that can support dynamic on-going product development. The author provides a solid framework for implementing a project management culture that will allow a company to maintain a pattern of repeatable success. Calling upon his decades of experience, he explains how process-when integrated with technology and personnel-is the real key to delivering improved products and services for the long-term.
An eye-opening look at the new computer revolution and the coming transformation of our economy, society, and culture. A hundred years ago, companies stopped producing their own power with steam engines and generators and plugged into the newly built electric grid. The cheap power pumped out by electric utilities not only changed how businesses operated but also brought the modern world into existence. Today a similar revolution is under way. Companies are dismantling their private computer systems and tapping into rich services delivered over the Internet. This time it's computing that's turning into a utility. The shift is already remaking the computer industry, bringing new competitors like Google to the fore and threatening traditional stalwarts like Microsoft and Dell. But the effects will reach much further. Cheap computing will ultimately change society as profoundly as cheap electricity did. In this lucid and compelling book, Nicholas Carr weaves together history, economics, and technology to explain why computing is changingâ€”and what it means for all of us.
Defining craftsmanship far more broadly than â€œskilled manual labor,â€ Richard Sennett maintains that the computer programmer, the doctor, the artist, and even the parent and citizen engage in a craftsmanâ€™s work. Craftsmanship names the basic human impulse to do a job well for its own sake, says the author, and good craftsmanship involves developing skills and focusing on the work rather than ourselves. In this thought-provoking book, one of our most distinguished public intellectuals explores the work of craftsmen past and present, identifies deep connections between material consciousness and ethical values, and challenges received ideas about what constitutes good work in todayâ€™s world. The Craftsman engages the many dimensions of skillâ€”from the technical demands to the obsessive energy required to do good work. Craftsmanship leads Sennett across time and space, from ancient Roman brickmakers to Renaissance goldsmiths to the printing presses of Enlightenment Paris and the factories of industrial London; in the modern world he explores what experiences of good work are shared by computer programmers, nurses and doctors, musicians, glassblowers, and cooks. Unique in the scope of his thinking, Sennett expands previous notions of crafts and craftsmen and apprises us of the surprising extent to which we can learn about ourselves through the labor of making physical things.
The strategies adopted by governments and public officials can have dramatic effects on peoples' lives. The best ones can transform economic laggards into trailblazers, eliminate diseases, or sharply cut crime. Strategic failures can result in highly visible disasters, like the shrinking of the Russian economy in the 1990s, or the aftermath of Hurricane Katrina in New Orleans in 2005. This book is about how strategies take shape, and how money, people, technologies, and public commitment can be mobilized to achieve important goals. It considers the common mistakes made, and how these can be avoided, as well as analysing the tools governments can use to meet their goals, from targets and behavior change programs, to innovation and risk management. Written by Geoff Mulgan, a former head of policy for the UK prime minister, and advisor to governments round the world, it is packed with examples, and shaped by the author's practical experience. The author shows that governments which give more weight to the long-term are not only more likely to leave their citizens richer, healthier, and safer; they're also better protected from being blown off course by short-term pressures.
The book contains articles by renowned international authors in the field such as Andrew McAfee, Don Tapscott, and David Weinberger, while also presenting selected case studies from Nokia, SAP, Vodafone, and others. The authors address the question of how Web 2.0 technologies can be usefully incorporated as tools within the enterprise. How can one best utilize the advantages and potential represented by Enterprise 2.0? How will an enterprise culture need to change in order to survive as an Enterprise 2.0 organization? Does management benefit from â€œletting goâ€ and delegating its authority?
This book shows its readers how to achieve the goal of genuine IT governance. The key here is the successful development of enterprise architecture as the necessary foundation. With its capacity to span and integrate business procedures, IT applications and IT infrastructure, enterprise architecture opens these areas up to analysis and makes them rich sources of critical data. Enterprise architecture thereby rises to the status of a crucial management information system for the CIO.
C.K. Prahalad, the world's premier business thinker, and IT scholar M.S. Krishnan unveil the critical missing link in connecting strategy to execution--building organizational capabilities that allow companies to achieve and sustain continuous change and innovation. The New Age of Innovation reveals that the key to creating value and the future growth of every business depends on accessing a global network of resources to co-create unique experiences with customers, one at a time. To achieve this, CEOs, executives, and managers at every level must transform their business processes, technical systems, and supply chain management, implementing key social and technological infrastructure requirements to create an ongoing innovation advantage. In this landmark work, Prahalad and Krishnan explain how to accomplish this shift--one where IT and the management architecture form the corporation's fundamental foundation. This book provides strategies for: Redesigning systems to co-create value with customers and connect all parts of a firm to this process; Measuring individual behavior through smart analytics; Ceaselessly improving the flexibility and efficiency in all customer-facing and back-end processes; Treating all involved individuals--customers, employees, investors, suppliers--as unique; Working across cultures and time-zones in a seamless global network; Building teams that are capable of providing high-quality, low-cost solutions rapidly. The fomula is N=1 and R=G.
If you're like most business leaders, innovation now tops your corporate agenda. But despite all the talk and excitement about the importance of innovation, managers have so far found scant help for innovating in a systematic way that fuels consistent growth and sustained success. In Innovation to the Core, Strategos CEO Peter Skarzynski and business strategist Rowan Gibson change all that. They share the accumulated wisdom from Strategos--the consulting firm Skarzynski co-founded with Gary Hamel that helps clients instill innovation into their very core. Drawing on a wealth of stories and examples, the book shows how companies of every stripe have overcome the barriers to successful, profitable innovation. You'll find parts devoted to crucial topics--such as how to organize the discovery process, generate strategic insights, enlarge your innovation pipeline, and maximize your return on innovation. Frequent hands-on tools--frameworks, checklists, probing questions--help you put the book's ideas into action. Crafted in close coordination with Gary Hamel--the man who Fortune magazine has called "the world's leading expert on business strategy"--Innovation to the Core is the definitive fieldbook for making innovation a core competence in your organization.
In a world of stiffening competition, business strategy is more crucial than ever. Yet most organizations struggle in this area--not with formulating strategy but with executing it, or putting their strategy into action. Owing to execution failures, companies realize just a fraction of the financial performance promised in their strategic plans. It doesn't have to be that way, maintain Robert Kaplan and David Norton in The Execution Premium. Building on their breakthrough works on strategy-focused organizations, the authors describe a multistage system that enables you to gain measurable benefits from your carefully formulated business strategy. This book shows you how to: Develop an effective strategy--with tools such as SWOT analysis, vision formulation, and strategic change agendas; Plan execution of the strategy--through portfolios of strategic initiatives linked to strategy maps and Balanced Scorecards; Put your strategy into action--by integrating operational tools such as process dashboards, rolling forecasts, and activity-based costing; Test and update your strategy--using carefully designed management meetings to review operational and strategic data. Drawing on extensive research and detailed case studies from a broad array of industries, The Execution Premium presents a systematic and proven framework for achieving the financial results promised by your strategy.
Why do businesses consistently fail to execute their competitive strategies? Because leaders don't identify and invest in the full range of projects and programs required to align the organization with its strategy. Moreover, even when strategy makers do break their plans down into doable chunks, they seldom work with project leaders to prioritize strategic investments and assure that needed resources are applied in priority order. And they often neglect to revise the strategic portfolio to fit the demands of a dynamic environment, or to stay connected to strategic projects through completion, as new products, services, skills and capabilities are transferred into operations. In Executing Your Strategy, Mark Morgan, Raymond Levitt, and William Malek present six imperatives that enable you to do the right strategic projects--and do those projects right. And it is no accident that the six imperatives combine to create the acronym INVEST: Ideation: Clarify and communicate Purpose, Identity and Long Range Intention; Nature: Develop alignment between Strategy, Structure and Culture based on Ideation; Vision: Create clear Goals and Metrics aligned to Strategy and guided by Ideation; Engagement: Do the right projects based on the Strategy through Portfolio management; Synthesis: Do Projects and Programs right, in alignment with Portfolio; Transition: Move the Project and Program outputs into Operations where benefit is realized. Full of intriguing company examples and practical advice, this crucial new resource shows you how to make strategy happen in your organization
"There has never been an Enterprise Architecture manual like this. 100 Success Secrets is not about the ins and outs of Enterprise Architecture. Instead, it answers the top 100 questions that we are asked and those we come across in forums, our consultancy and education programs. It tells you exactly how to deal with those questions, with tips that have never before been offered in print. This book is also not about Enterprise Architecture's best practice and standards details. Instead, it introduces everything you want to know to be successful with Enterprise Architecture."
Enterprise-architecture is often described as part of IT, but its real scope is much wider - the structure of everything the enterprise is and does. This book introduces a new approach to tackle this broader role for whole-of-enterprise architecture, using a systematic, iterative process for architecture development. Topics include how to bridge the business/IT divide; how to link architecture with business strategy; and how to improve balance between manual, machine and IT-based processes.
Dismantle the overwhelming complexity in your IT projects with strategies and real-world examples from a leading expert on enterprise architecture. This guide describes best practices for creating an efficient IT organization that consistently delivers on time, on budget, and in line with business needs. IT systems have become too complex - and too expensive. Complexity can create delays, cost overruns, and outcomes that do not meet business requirements. The resulting losses can impact your entire company. This guide demonstrates that, contrary to popular belief, complex problems demand simple solutions. The author believes that 50 percent of the complexity of a typical IT project can and should be eliminated - and he shows you how to do it. Youâ€™ll learn a model for understanding complexity, the three tenets of complexity control, and how to apply specific techniques such as checking architectures for validity. Find out how the authorâ€™s methodology could have saved a real-world IT project that went off track, and ways to implement his solutions in a variety of situations.
The neo-liberal economic policiesâ€”privatization, free trade, slashed social spendingâ€”that the Chicago School and the economist Milton Friedman have foisted on the world are catastrophic in two senses, argues this vigorous polemic. Because their results are disastrous - depressions, mass poverty, private corporations looting public wealth, by the author's accounting - their means must be cataclysmic, dependent on political upheavals and natural disasters as coercive pretexts for free-market reforms the public would normally reject. Journalist Klein (No Logo) chronicles decades of such disasters, including the Chicago School makeovers launched by South American coups; the corrupt sale of Russia's state economy to oligarchs following the collapse of the Soviet Union; the privatization of New Orleans's public schools after Katrina; and the seizure of wrecked fishing villages by resort developers after the Asian tsunami. Klein's economic and political analyses are not always meticulous. Likening free-market shock therapies to electroshock torture, she conflates every misdeed of right-wing dictatorships with their economic programs and paints a too simplistic picture of the Iraq conflict as a struggle over American-imposed neo-liberalism. Still, much of her critique hits home, as she demonstrates how free-market ideologues welcome, and provoke, the collapse of other people's economies. The result is a powerful populist indictment of economic orthodoxy. Publishers Weekly
Successful IT value realisation is a cloudy subject. This in part contributes to the overall dissatisfaction many organisations have with IT. This book tackles the subject of IT value realisation head on. Most importantly it provides a model to help CIOs and business leaders maximize the return on their IT investment. This book is based on the author's IT Value Stack methodology, which helps business leaders take control of their IT investment. Boardroom-bound CIOs will also find this book of value. As will those that advise on strategic business-IT matters. The model is corroborated with input from influential people working within the world's most successful end-user, business advisory and technology organisations. This book covers: The IT Value Stack Model; Business-IT strategy entwinement; Process-IT entwinement; User-technologist entwinement; Technology management; IT service management; Circulation management; Value management; and, valuable input from influential contributors from the end-user, technology and advisory communities.
The classic text, Interaction Design by Sharp, Preece and Rogers is back in a fantastic new 2nd Edition! New to this edition: Completely updated to include new chapters on Interfaces, Data Gathering and Data Analysis and Interpretation, the latest information from recent research findings and new examples.
In The New Language of Business, senior IBM executive Sandy Carter demonstrates how to leverage SOA, Web 2.0, and related technologies to drive new levels of operational excellence and business innovation. Writing for executives and business leaders inside and outside IT, Carter explains why flexibility and responsiveness are now even more crucial to successâ€“and why services-based strategies offer the greatest promise for achieving them. Youâ€™ll learn how to organize your business into reusable process componentsâ€“and support them with cost-effective IT services that adapt quickly and easily to change. Then, using extensive examples - including a detailed case study describing IBMâ€™s own experience - Carter identifies best practices, pitfalls, and practical starting points for success.
This book demonstrates service-oriented architecture (SOA) as a concrete discipline rather than a hopeful collection of cloud charts. Built upon the author's firsthand experience rolling out a SOA at a major corporation, SOA in Practice explains how SOA can simplify the creation and maintenance of large-scale applications. Whether your project involves a large set of Web Services-based components, or connects legacy applications to modern business processes, this book clarifies how -- and whether -- SOA fits your needs.
Service-Oriented Architecture (SOA) is a way of organizing software. If your companyâ€™s development projects adhere to the principles of SOA, the outcome will be an inventory of modular units called services, which allow for a quick response to change. This book tells the SOA story in a simple, straightforward manner that will help you understand not only the buzzwords and benefits, but also the technologies that underlie SOA: XML, WSDL, SOAP, XPath, BPEL, SCA, and SDO. And through it all, the authors provide business examples and illustrations, giving a practical meaning to abstract ideas.
Today, business processes and information systems are so tightly intertwined that they must be designed together, as parts of a total architecture, to realize enterprise goals. In Succeeding with SOA, Paul Brown shows how service-oriented architectures (SOAs) provide the best structure for such integration: clean, well-defined interfaces between collaborating entities. But even SOAs need to be correctly understood and implemented to avoid common failures. Drawing on decades of experience, Dr. Brown explains what business managers and IT architects absolutely need to know--including critical success factors--to undertake this essential work.
KPIs, while used commonly around the world, have never been clearly defined until now. Management has often referred to certain measures as KPIs that have never been KPIs. The lack of understanding of performance measures has led to most monitoring and reporting of measures failing to deliver. The casualty has often been the balanced scorecard, a brilliant tool that can only work if the appropriate measures are in it. By exploring measures that have transformed businesses, David Parmenter has developed a methodology that is breathtaking in its simplicity and yet profound in its impact. It has been said that Key Performance Indicators is the missing link between the balanced scorecard work of Robert Kaplan and David Norton and the reality of implementing performance measurement in an organization.
Neoliberalism - the doctrine that market exchange is an ethic in itself, capable of acting as a guide for all human action - has become dominant in both thought and practice throughout much of the world since 1970 or so. Its spread has depended upon a reconstitution of state powers such that privatization, finance, and market processes are emphasized. State interventions in the economy are minimized, while the obligations of the state to provide for the welfare of its citizens are diminished. David Harvey, author of 'The New Imperialism' and 'The Condition of Postmodernity', here tells the political-economic story of where neoliberalization came from and how it proliferated on the world stage. While Thatcher and Reagan are often cited as primary authors of this neoliberal turn, Harvey shows how a complex of forces, from Chile to China and from New York City to Mexico City, have also played their part. In addition he explores the continuities and contrasts between neoliberalism of the Clinton sort and the recent turn towards neoconservative imperialism of George W. Bush. Finally, through critical engagement with this history, Harvey constructs a framework not only for analyzing the political and economic dangers that now surround us, but also for assessing the prospects for the more socially just alternatives being advocated by many oppositional movements.
Reassembling the Social is a fundamental challenge from one of the world's leading social theorists to how we understand society and the 'social'. Bruno Latour's contention is that the word 'social', as used by Social Scientists, has become laden with assumptions to the point where it has become misnomer. When the adjective is applied to a phenomenon, it is used to indicate a stablilized state of affairs, a bundle of ties that in due course may be used to account for another phenomenon. But Latour also finds the word used as if it described a type of material, in a comparable way to an adjective such as 'wooden' or 'steely'. Rather than simply indicating what is already assembled together, it is now used in a way that makes assumptions about the nature of what is assembled. It has become a word that designates two distinct things: a process of assembling; and a type of material, distinct from others. Latour shows why 'the social' cannot be thought of as a kind of material or domain, and disputes attempts to provide a 'social explanations' of other states of affairs. While these attempts have been productive (and probably necessary) in the past, the very success of the social sciences mean that they are largely no longer so. At the present stage it is no longer possible to inspect the precise constituents entering the social domain. Latour returns to the original meaning of 'the social' to redefine the notion, and allow it to trace connections again. It will then be possible to resume the traditional goal of the social sciences, but using more refined tools. Drawing on his extensive work examining the 'assemblages' of nature, Latour finds it necessary to scrutinize thoroughly the exact content of what is assembled under the umbrella of Society. This approach, a 'sociology of associations', has become known as Actor-Network-Theory, and this book is an essential introduction both for those seeking to understand Actor-Network Theory, or the ideas of one of its most influential proponents.
Today, encyclopedias, jetliners, operating systems, mutual funds, and many other items are being created by teams numbering in the thousands or even millions. While some leaders fear the heaving growth of these massive online communities, Wikinomics proves this fear is folly. Smart firms can harness collective capability and genius to spur innovation, growth, and success. A brilliant guide to one of the most profound changes of our time, Wikinomics challenges our most deeply-rooted assumptions about business and will prove indispensable to anyone who wants to understand competitiveness in the twenty-first century. Based on a $9 million research project led by bestselling author Don Tapscott, Wikinomics shows how masses of people can participate in the economy like never before. They are creating TV news stories, sequencing the human genome, remixing their favorite music, designing software, finding a cure for disease, editing school texts, inventing new cosmetics, or even building motorcycles. You'll read about: Â• Rob McEwen, the Goldcorp, Inc. CEO who used open source tactics and an online competition to save his company and breathe new life into an old-fashioned industry. Â• Flickr, Second Life, YouTube, and other thriving online communities that transcend social networking to pioneer a new form of collaborative production. Â• Mature companies like Procter & Gamble that cultivate nimble, trust-based relationships with external collaborators to form vibrant business ecosystems. An important look into the future, Wikinomics will be your road map for doing business in the twenty-first century.
The supercharged growth of this low-cost airline has actually changed the way countless people live their lives, whether it be Ireland's new "Ryanair Generation" for whom its cheap flights to Dublin have eliminated much permanent emigration to the UK, or the thousands of Britons now enabled to buy holiday homes in rural France. This is the first book to tell the full story of the Ryanair phenomenon, from its inauspicious beginnings to its current dominance, from the secret of its business strategy to its cavalier stunts and practices. Siobhan Creaton has spoken to Ryanair employees past and present, as well as its top management and those at its major rivals like British Airways and easyJet, to produce an authoritative, objective and compulsive account of one of the most colorful companies in Europe. With Ryanair continuing to expand, the battle for the low-cost airline market in Europe becoming ever more cutthroat, and chief executive Michael O'Leary happy to do battle with everyone from airports (for their landing charges) to his own pilots (over pay and conditions)â€”and generate an endless stream of PR and news stories in the processâ€”this edition of Siobhan Creaton's book is fully updated to take account of all Ryanair's most recent history.
The low-cost aviation market in Britain took off thanks to two airlines: easyJet and Ireland's Ryanair. EasyJet has always been a colourful enterprise, thanks to both its charismatic and self-promoting Greek founder, now Sir Stelios Haji- Ioannou, and its bright orange planes. Beginning with two leased 737s flying between Luton and Glasgow, it is now one of the biggest airlines in Europe and has led the way in webbased ticket sales. It has brought not only Spain, Portugal and the Highlands of Scotland within reach of every traveller's pocket, but also new EU member countries like Slovenia and Estonia. Fully updated and revised, this is the first book to tell the story of one of our most successful companies.
With the radical changes in information production that the Internet has introduced, we stand at an important moment of transition, says Yochai Benkler in this thought-provoking book. The phenomenon he describes as social production is reshaping markets, while at the same time offering new opportunities to enhance individual freedom, cultural diversity, political discourse, and justice. But these results are by no means inevitable: a systematic campaign to protect the entrenched industrial information economy of the last century threatens the promise of todayâ€™s emerging networked information environment. In this comprehensive social theory of the Internet and the networked information economy, Benkler describes how patterns of information, knowledge, and cultural production are changingâ€”and shows that the way information and knowledge are made available can either limit or enlarge the ways people can create and express themselves. He describes the range of legal and policy choices that confront us and maintains that there is much to be gainedâ€”or lostâ€”by the decisions we make today.
In this provocative book Richard Sennett looks at the ways todayâ€™s global, ever-mutable form of capitalism is affecting our lives. He analyzes how changes in work ethic, in our attitudes toward merit and talent, and in public and private institutions have all contributed to what he terms â€œthe specter of uselessness,â€ and he concludes with suggestions to counter this disturbing new culture.
At last, here is a book that brings IT's relationship with business to life, and enables you to implement strategy rather than develop it. Richard Wyatt-Haines helps you see the true potential of IT in delivering the growth and success to which you aspire. Whilst you may have seen the chapter headings before, you won't have seen the topics approached in a manner that helps you understand the what, the why and the how, and then shows you what you have to do on the ground to deliver impact and success.
This is the first book that addresses all three main activities in improving business and technology decisions: the planning, design and assessment of enterprise architectures (EAs). Emphasis is on medium and large-size organizations in the private sector (such as banks, airlines and auto industries) and the public sector (such as federal agencies, local government organizations and military services in the Department of Defense). The book addresses the challenges faced by EA builders through an organized presentation of the issues and a step-by-step approach. The material is based on real-life EA project experience and lessons learned over a decade working in multiple-contractor, multiple-discipline teams, and multiple-agency environments.
In the last decade, enterprise architecture has grown into an established approach for management of organization-wide information systems. Enterprise architecture is model based, in the sense that diagrammatic descriptions of the systems and their environment constitute the core of the approach. This book emphasizes the decision-supporting potential of enterprise architecture. It presents a comprehensive set of enterprise architecture models as well as how these may be used to assess important properties of the represented systems, such as availability, modifiability, performance, and information security. The book is directed at two groups of readers. Students are provided a background to enterprise information systems and the problems associated with their management. Practitioners will find hands-on descriptions on how to get started with enterprise architecture in their company.
Many IT deployments fall short of delivering value to the businesses that pay for them. On top of this, the combined forces of rapid business change and technology innovation frequently outpace the ability of IT organisations to make sense of their implications. With business activity and IT now so intimately intertwined, organizations urgently need a framework which allows them to align IT capabilities with business strategies and priorities in a way that is sustainable. A team of IT-expert authors with more than 80 years combined experience have interviewed dozens of CIOs, IT directors and other senior technical and business decision makes to find out what works and what doesn't. The result is a handbook for organizations of all sizes that want to improve the value of their IT investments, thus enabling their IT capabilities to play a more pivotal business role. Written in plain English that does not descend into technical detail, The Technology Garden provides practical advice for organizations looking to achieve sustainable IT-business alignment. To do so, it defines: Six key principles - a distillation of best practice that readers can apply directly to the domain of IT-business alignment; A framework for their application - a pragmatic roadmap for the application of the principles; Adoption guidelines - a set of self-assessment checklists that readers can use to understand where they are on the IT-business alignment roadmap and how to progress. With groundbreaking research and proven approaches, this blueprint enables readers to understand what is at the heart of IT-business alignment. Combining IT research, analysis and real-world insight, The Technology Garden is the ultimate no-nonsense guide.
Human beings are information omnivores: we are constantly collecting, labeling, and organizing data. But today, the shift from the physical to the digital is mixing, burning, and ripping our lives apart. In the past, everything had its one place--the physical world demanded it--but now everything has its places: multiple categories, multiple shelves. Simply put, everything is suddenly miscellaneous. In Everything Is Miscellaneous, David Weinberger charts the new principles of digital order that are remaking business, education, politics, science, and culture. In his rollicking tour of the rise of the miscellaneous, he examines why the Dewey decimal system is stretched to the breaking point, how Rand McNally decides what information not to include in a physical map (and why Google Earth is winning that battle), how Staples stores emulate online shopping to increase sales, why your children's teachers will stop having them memorize facts, and how the shift to digital music stands as the model for the future in virtually every industry. Finally, he shows how by "going miscellaneous," anyone can reap rewards from the deluge of information in modern work and life. From A to Z, Everything Is Miscellaneous will completely reshape the way you think--and what you know--about the world.
This book will lift the lid on the airline industry and the world of aviation, highlighting the humorous and the sometimes downright alarming business of air travel. It avoids the question of fatal accidents and concentrates on stories, trivia, and salacious gossip that will make it an ideal read for the seasoned air traveler and an indispensable handbook for anyone working in the industry.
Wikinomics and The Wisdom of Crowds identified the phenomena of emerging social networks, but they do not confront how businesses can profit from the wisdom of crowds. WE ARE SMARTER THAN ME by Barry Libert and Jon Spector, Foreword by Wikinomics author Don Tapscott, is the first book to show anyone in business how to profit from the wisdom of crowds. Drawing on their own research and the insights from an enormous community of more than 4,000 people, Barry Libert and Jon Spector have written a book that reveals what works, and what doesn't, when you are building community into your decision making and business processes. In We Are Smarter Than Me, you will discover exactly how to use social networking and community in your business, driving better decision-making and greater profitability. The book shares powerful insights and new case studies from product development, manufacturing, marketing, customer service, finance, management, and beyond. You'll learn which business functions can best be accomplished or supported by communities; how to provide effective moderation, balance structure with independence, manage risk, define success, implement effective metrics, and much more. From tools and processes to culture and leadership, We Are Smarter than Me will help you transform the promise of social networking into a profitable reality.
Profound organizational transformation takes years and, in most cases is unsuccessful, right? Not according to change expert Behnam Tabrizi. In Rapid Transformation: A 90-Day Plan for Fast and Effective Change , Tabrizi shows you how to accomplish successful transformational change in your firm in just 90 days. Based on ten years of research into more than 500 leading companies including 3M, IBM, GE, Nissan, Apple, Bay Networks, Verisign, HP and Best Buy this book demystifies fast, effective change and lays out a clear roadmap for achieving it. Tabrizi's 90-day transformational model comprises three main phases, each lasting 30 days. The model enables you to analyze your company's specific challenge, develop a new course of action, and carry out the plan. Moreover, you apply the model in parallel with the normal workings of your organization so you don't have to put your company on hold for the sake of the change effort. With its detailed recipe and insightful stories from actual corporate reinventions, this book defies long-held assumptions about change and provides a practical and immediately actionable guide.
A clear and concise introduction to programme management. The impact of new technologies has led many organisations to adopt programmes as a means of achieving organisational change. Programmes are temporary management structures designed to help organisations achieve specific objectives. Programmes come in many different shapes and sizes and the term programme is applied to many different structures. This guide will help to clarify what a programme consists of and its components. This guide was written by authors working in the Programme Management SIG (Specific Interest Group) affiliated to the Association for Project Management, Europes largest single national professional body dedicated to project management.
Combining rigour and flexibility, MSP helps all organisations - public sector and private, large and small - achieve successful outcomes from their programme management time and time again. With change a pressing reality for all organisations, successful programme management has never been more vital to success. Organisations must respond as new processes or services are introduced, supplier relationships alter and structures adapt to market forces or legislation. At the same time, all organisations strive to achieve excellence by improving practices, offering better services, preparing more effectively for the future and encouraging innovation. But change always creates new challenges and risks. Inevitably there will be interdependencies to manage and conflicting priorities to resolve as the organisation adapts not just to a new situation internally but to the constantly shifting world outside.To enable organisations to manage their programmes successfully, they need a structured framework that does two things. It must acknowledge that every programme exists in its own context and demands unique interpretation. At the same time it must be universally applicable. MSP has been developed with these two priorities in mind. Its framework allows users to consistently manage a huge variety of programmes so that they deliver quality outcomes and lasting benefits. Fusing leadership with management best practice, MSP enables organisations to coordinate their key functions, develop a clear sense of unity and purpose and achieve the strategic cohesion necessary to drive through effective change (Office of Government Commerce).
Since the first edition of Managing the Unexpected was published in 2001, the unexpected has become a growing part of our everyday lives. The unexpected is often dramatic, as with hurricanes or terrorist attacks. But the unexpected can also come in more subtle forms, such as a small organizational lapse that leads to a major blunder, or an unexamined assumption that costs lives in a crisis. Why are some organizations better able than others to maintain function and structure in the face of unanticipated change? Authors Karl Weick and Kathleen Sutcliffe answer this question by pointing to high reliability organizations (HROs), such as emergency rooms in hospitals, flight operations of aircraft carriers, and firefighting units, as models to follow. These organizations have developed ways of acting and styles of learning that enable them to manage the unexpected better than other organizations. Thoroughly revised and updated, the second edition of the groundbreaking book Managing the Unexpected uses HROs as a template for any institution that wants to better organize for high reliability.
Strategic Modelling and Business Dynamics introduces the system dynamics approach to modelling strategic problems in business and society, based on the authorâ€™s successful MBA course at London Business School. The book covers all stages of model building (from conceptual to technical) including problem articulation, mapping, equation formulation and simulation. It includes a range of in-depth practical examples that vividly illustrate important or puzzling dynamics in business, society and everyday life (e. g. drug-related crime, perverse hotel showers, intended supply chain cyclicality, spontaneous product growth from word of mouth, managed market growth leading to premature decline, boom and bust in oil and housing, the collapse of fisheries etc). In order to bridge the experience gap for the undergraduate students the book includes gaming simulations and microworlds. The easy to use simulators expose students to the vagaries of communication and cross functional co-ordination in organizations, highlighting blindspots that unintentionally undermine strategy. These tools allow readers to roleplay in dynamically complex and loosely coordinated systems. The simulations include a baffling hotel shower, a start-up low-cost airline, an international radio broadcaster, a commercial oil producer and a fishing firm.
From best-selling author Donald A. Norman, the long-awaited sequel to The Design of Everyday Things: a critical look at the new dawn of "smart" technology, from smooth-talking GPS units to cantankerous refrigerators. Norman, a popular design consultant to car manufacturers, computer companies, and other industrial and design outfits, has seen the future and is worried. In this long-awaited follow-up to The Design of Everyday Things, he points out what's going wrong with the wave of products just coming on the market and some that are on drawing boards everywhere--from "smart" cars and homes that seek to anticipate a user's every need, to the latest automatic navigational systems. Norman builds on this critique to offer a consumer-oriented theory of natural human-machine interaction that can be put into practice by the engineers and industrial designers of tomorrow's thinking machines. This is a consumer-oriented look at the perils and promise of the smart objects of the future, and a cautionary tale for designers of these objects--many of which are already in use or development.
If you are a CIO, or intend to become a CIO, or simply want to understand the strategic importance of IT for your entire enterprise, CIO Best Practices provides you with the best practice guidance on the key responsibilities of the CIO and its important role in modern organizations. This is the most definitive and important work you will find on achieving and exercising strategic IT leadership.
Do you speak business or IT? Perhaps you speak a little of both. In today's connected world, where business and IT are fused, chances are that if you're a business or IT executive, or someone working to transform a business, you speak a little of both. But what if there was a third language? A common language that was natural for both business and IT, straightforward enough to use, yet sophisticated enough to work in today's connected world? What if such a language only comprised a handful of words? With such a language, the loss in translation between the business and IT would happen less, because both would be using the same language. With such a language, business outcomes and transformations would become much more achievable. This handbook describes what this language is - the language of Information Systems for the 21st century.
In the last decades of the 20th century, many political leaders declared that government was, in the words of Ronald Reagan, "the problem, not the solution." But on closer inspection, argues Elaine Kamarck, the revolt against "government" was and is a revolt against bureaucracy - a revolt that has taken place in first world, developing, and avowedly communist countries alike. To some, this looks like the end of government. Kamarck, however, counters that what we are seeing is the replacement of the traditional bureaucratic approach with new models more in keeping with the information age economy. "The End of Government" explores the emerging contours of this new, postbureaucratic state - the sequel to government as we know it - considering: What forms will it take? Will it work in all policy arenas? Will it serve democratic ideals more effectively than did the bureaucratic state of the previous century? Perhaps most significantly, how will leadership be redefined in these new circumstances? Kamarck's provocative work makes it clear that, in addition to figuring out what to do, today's government leaders face an unprecedented number of options when it comes to how to do things. The challenge of government increasingly will be to choose an implementation mode, match it to a policy problem, and manage it well in the postbureaucratic world.
The book introduces the concept of narrative intelligence - an ability to understand and act and react agilely in the quicksilver world of interacting narratives. It shows why this is key to the central task of leadership, what its dimensions are, and how you can measure it. The bookâ€™s lucid explanations, vivid examples and practical tips are essential reading for CEOs, managers, change agents, marketers, salespersons, brand managers, politicians, teachers, parentsâ€”anyone who is setting out to the change the world.
Providing expert guidance on integrating utility computing within an organization, this timely, easy-to-understand resource offers a unified view of this increasingly important service provisioning model. Cutting through the marketing hype the book clearly explains the rationale behind utility computing strategies from major vendors, sucha as IBM, HP, and SUN. Professionals find detailed presentations of key technologies behind utility computing and how they can be implemented and adapted within today's service-oriented organization environment, the nitty-gritty of enterprise application architecture and how independent software vendors can turn licensed applications into software as a service applications, real-world case studies that show how utility computing transcends different industries, and a wide range of utility computing solutions, to help professionals choose the options that are best suited totheir organizations.
"Like many great inventions, management practices have a shelf life....Gary Hamel explains how to jettison the weak ones and embrace the ones that work. (Fortune) "There's much here that will resonate with forward-thinking managers." (BusinessWeek) Publisher's Summary: What really fuels long-term business success? Not operational excellence or new business models, but management innovation: new ways of mobilizing talent, allocating resources, and building strategies. Over the past century, breakthroughs in the "technology of management" have enabled a few companies, including General Electric, Procter & Gamble, Toyota, and Visa, to cross new performance thresholds and build long-term advantages. Yet most companies lack a disciplined process for radical management innovation. World renowned business sage Gary Hamel argues that organizations need bold management innovation now more than ever. The current management model, centered on control and efficiency, no longer suffices in a world where adaptability and creativity drive business success. In his most provocative book to date, Hamel takes aim at the legacy beliefs preventing 21st-century companies from surmounting new challenges. With incisive analysis and vivid illustrations, he explains how to turn your company into a serial management innovator, and reveals: The make-or-break challenges that will determine competitive success in an age of head-snapping change; The toxic effects of our legacy-management beliefs; The unconventional management practices generating breakthrough results in a handful of pioneering organizations; The new principles every company must weave into its management DNA; The Web's potential to obliterate smokestack management practices; The actions your company can take now to build its own management advantage. Get ready to throw off the shackles of yesterday's management dogma. Tomorrow's winners will be those companies that start inventing the future of management today.
Want to tap the power behind search rankings, product recommendations, social bookmarking, and online matchmaking? This fascinating book demonstrates how you can build Web 2.0 applications to mine the enormous amount of data created by people on the Internet. With the sophisticated algorithms in this book, you can write smart programs to access interesting datasets from other web sites, collect data from users of your own applications, and analyze and understand the data once you've found it. Programming Collective Intelligence takes you into the world of machine learning and statistics, and explains how to draw conclusions about user experience, marketing, personal tastes, and human behavior in general -- all from information that you and others collect every day. Each algorithm is described clearly and concisely with code that can immediately be used on your web site, blog, Wiki, or specialized application. This book explains: Collaborative filtering techniques that enable online retailers to recommend products or media Methods of clustering to detect groups of similar items in a large dataset Search engine features -- crawlers, indexers, query engines, and the PageRank algorithm Optimization algorithms that search millions of possible solutions to a problem and choose the best one Bayesian filtering, used in spam filters for classifying documents based on word types and other features Using decision trees not only to make predictions, but to model the way decisions are made Predicting numerical values rather than classifications to build price models Support vector machines to match people in online dating sites Non-negative matrix factorization to find the independent features in adataset Evolving intelligence for problem solving -- how a computer develops its skill by improving its own code the more it plays a game Each chapter includes exercises for extending the algorithms to make them more powerful. Go beyond simple database-backed applications and put the wealth of Internet data to work for you.
Mark Twain once observed, â€œA lie can get halfway around the world before the truth can even get its boots on.â€ His observation rings true: Urban legends, conspiracy theories, and bogus public-health scares circulate effortlessly. Meanwhile, people with important ideasâ€“business people, teachers, politicians, journalists, and othersâ€“struggle to make their ideas â€œstick.â€ Why do some ideas thrive while others die? And how do we improve the chances of worthy ideas? In Made to Stick, accomplished educators and idea collectors Chip and Dan Heath tackle head-on these vexing questions. Inside, the brothers Heath reveal the anatomy of ideas that stick and explain ways to make ideas stickier, such as applying the â€œhuman scale principle,â€ using the â€œVelcro Theory of Memory,â€ and creating â€œcuriosity gaps.â€ In this indispensable guide, we discover that sticky messages of all kindsâ€“from the infamous â€œkidney theft ringâ€ hoax to a coachâ€™s lessons on sportsmanship to a vision for a new product at Sonyâ€“draw their power from the same six traits. Made to Stick is a book that will transform the way you communicate ideas. Itâ€™s a fast-paced tour of success stories (and failures)â€“the Nobel Prize-winning scientist who drank a glass of bacteria to prove a point about stomach ulcers; the charities who make use of â€œthe Mother Teresa Effectâ€; the elementary-school teacher whose simulation actually prevented racial prejudice. Provocative, eye-opening, and often surprisingly funny, Made to Stick shows us the vital principles of winning ideasâ€“and tells us how we can apply these rules to making our own messages stick.
Every day companies and their leaders fail to capitalize on opportunities because they misunderstand the real sources of business success. Based on his popular column in Business 2.0, Jeffrey Pfeffer delivers wise and timely business commentary that challenges conventional wisdom while providing data and insights to help companies make smarter decisions. The book contains a series of short chapters filled with examples, data, and insights that challenge questionable assumptions and much conventional management wisdom. Each chapter also provides guidelines about how to think more deeply and intelligently about critical management issues. Covering topics ranging from managing people to leadership to measurement and strategy, itâ€™s good organizational advice, delivered by Dr. Pfeffer himself.
Business leaders need bold strategies to stay relevant and win. In Big Think Strategy, Schmitt shows how to bring bold thinking into your business by sourcing big ideas and executing them creatively. With the tools in this book, any leader can overcome institutionalized small think the inertia, the narrow-mindedness, and the aversion to risk that block true innovation. Your reward? Big, bold, and decidedly doable strategies that excite your employees and leave your rivals scrambling. Drawing on years of advising corporate leaders on creativity and strategy development, Schmitt explains how to infuse fresh thinking into the planning process. Through his commentary on the Trojan War, the film Fitzcarraldo, and the composer Gustav Mahler, Schmitt uncovers the essence of bold leadership and the levers of revolutionary change. Abundant examples from Apple, Whole Foods, MySpace, IBM, General Electric, the Metropolitan Opera, and the Bill and Melinda Gates Foundation to name a few, show big think strategy in action. Tested by daring executives in a diverse range of industries, the practical ideas and tools in this book will help you leverage bold ideas in your strategic planning and position your firm uniquely for lasting market relevance and success.
If you want to be as successful as Jack Welch, Larry Bossidy, or Michael Dell, read their autobiographical advice books, right? Wrong, says Roger Martin in The Opposable Mind. Though following â€œbest practiceâ€ can help in some ways, it also poses a danger: By emulating what a great leader did in a particular situation, youâ€™ll likely be terribly disappointed with your own results. Why? Your situation is different. Instead of focusing on what exceptional leaders do, we need to understand and emulate how they think. Successful businesspeople engage in what Martin calls integrative thinkingâ€”creatively resolving the tension in opposing models by forming entirely new and superior ones. Drawing on stories of leaders as diverse as AG Lafley of Procter & Gamble, Meg Whitman of eBay, Victoria Hale of the Institute for One World Health, and Nandan Nilekani of Infosys, Martin shows how integrative thinkers are relentlessly diagnosing and synthesizing by asking probing questionsâ€”including â€œWhat are the causal relationships at work here?â€ and â€œWhat are the implied trade-offs?â€ Martin also presents a model for strengthening your integrative thinking skills by drawing on different kinds of knowledgeâ€”including conceptual and experiential knowledge. Integrative thinking can be learned, and The Opposable Mind helps you master this vital skill.
We live in a time of vast changes. And those changes call for entirely new ways of learning and thinking. In Five Minds for the Future: Howard Gardner defines the cognitive abilities that will command a premium in the years ahead: the disciplinary mindâ€”mastery of major schools of thought (including science, mathematics, and history) and of at least one professional craft; the synthesizing mindâ€”ability to integrate ideas from different disciplines or spheres into a coherent whole and to communicate that integration to others; the creating mindâ€”capacity to uncover and clarify new problems, questions, and phenomena; the respectful mindâ€”awareness of and appreciation for differences among human beings and human groups; the ethical mindâ€”fulfillment of oneâ€™s responsibilities as a worker and citizen. World-renowned for his theory of multiple intelligences, Gardner takes that thinking to the next level in this book, drawing from a wealth of diverse examples to illuminate his ideas. Concise and engaging, Five Minds for the Future will inspire lifelong learning in any reader as well as provide valuable insights for those charged with training and developing organizational leadersâ€”both today and tomorrow.
Thomas H. Davenport and Jeanne G. Harris explain how many successful organizations are using data creatively to beat the competition. High-performance businesses are now building their competitive strategies around data-driven insights that are, in turn, generating impressive business results. Their secret weapon? Analytics: sophisticated quantitative and statistical analysis and predictive modeling supported by powerful information technology and data-savvy senior leaders. Exemplars of analytics are using new tools to identify their most profitable customers and offer them the right price, to accelerate product innovation, to optimize supply chains, and to identify the true drivers of financial performance. A wealth of examplesâ€”from organizations as diverse as Amazon, Barclay's, Capital One, Harrah's, Procter & Gamble, Wachovia and the Boston Red Soxâ€”illuminate how to leverage the power of analytics.
Mashup Corporations: The End of Business As Usual tells the tale of Vorpal Inc., a company that pioneers the implementation of service-oriented architecture to transform its business model. CEO Jane Moneymaker believes in marketing manager Hugo Wunderkind's idea of creating a new market using non-traditional methods based on mashups, but struggles to achieve this vision. The story illustrates what it takes to achieve cultural change, overturning established business and IT structures. By embracing a service-oriented approach Moneymaker makes Vorpal faster, flexible and more responsive, bringing an end to business as usual. Mashup Corporations takes a unique approach to communicating its message. From the first page, readers will find themselves in a story populated with people who interact in ways that will ring true to others who have struggled to make technology work in an organization, large or small. The conflicts that naturally arise between CEOs, CIOs, and line of business managers illustrate the important issues at stake within Vorpal and most other companies. As the leaders of Vorpal find their way out of their predicament, rules about how mashups and service orientation can be properly applied emerge. These rules, which may be the most enduring contribution of the book, are illustrated and analyzed using real-life examples.
Seventy percent of all change initiatives fail. Yours wonâ€™t have toâ€”when you apply the practices provided in HBR on Leading Through Change. In this vital new resource, todayâ€™s leading thinkers offer suggestions for articulating a compelling vision of an organizationâ€™s future, overcoming employee resistance to change, and surmounting other challenges that come with leading change.
"The Long Tail" is a powerful new force in our economy: the rise of the niche. As the cost of reaching consumers drops dramatically, our markets are shifting from a one-size-fits-all model of mass appeal to one of unlimited variety for unique tastes. From supermarket shelves to advertising agencies, the ability to offer vast choice is changing everything, and causing us to rethink where our markets lie and how to get to them. Unlimited selection is revealing truths about what consumers want and how they want to get it, from DVDs at Netflix to songs on iTunes to advertising on Google. However, this is not just a virtue of online marketplaces; it is an example of an entirely new economic model for business, one that is just beginning to show its power. After a century of obsessing over the few products at the head of the demand curve, the new economics of distribution allow us to turn our focus to the many more products in the tail, which collectively can create a new market as big as the one we already know. The Long Tail is really about the economics of abundance. New efficiencies in distribution, manufacturing, and marketing are essentially resetting the definition of whats commercially viable across the board. If the 20th century was about hits, the 21st will be equally about niches.
Companies face major challenges as they seek to flourish in competitive global markets, fuelled by developments in technology, from the Internet to grid computing and Web services. In this environment, service orientation - aligning business processes to the changing demands of customers - is emerging as a highly effective approach to increasing efficiency. In this book, Paul Allen provides an accessible guide to service orientation, showing how it works and highlighting the benefits it can deliver. The book provides an integrated approach: after covering the basics of service orientation, he discusses key issues such as business agility, designing quality-of-service infrastructure, implementing service-level agreements, and cultural factors. He provides roadmaps, definitions, templates, techniques, process patterns and checklists to help you realize service orientation. These resources are reinforced with detailed case studies, from the transport and banking sectors. Packed with valuable insights, the book will be essential reading for CIOs, IT architects and senior developers. IT facing business executives will also benefit from understanding how software services can enable their business strategies. Paul Allen is a principal business-IT strategist at CA and is widely recognized for his innovative work in component-based development (CBD), business-IT alignment and service-oriented architecture. With over thirty years experience of large-scale business systems, he is an established author whose previous book was the critically acclaimed 'Realizing e-Business with Components'. Sam Higgins is now with Forrester Research Inc.; formerly he managed the Innovation and Planning Unit of Queensland Transport's Information Services Branch. Paul McRae is the application architect in the Innovation and Planning Unit of Queensland Transport's Information Services Branch. Hermann Schlamann is a senior architect in the architecture group of Credit Suisse.
Targeted at management, the first six chapters of Secrets of SOA focus on the business impact of service-oriented architecture technological decisions with an emphasis on cost, flexibility, and the ability to maintain business objectives. Each of the six chapters explores a different topic that illustrates the value of a physically integrated SOA infrastructure organized at the enterprise level. Taken together, they demonstrate why enterprise-level planning, backed by a centralized deployment strategy, is essential to the success of SOA. Aimed at the IT executive, the second half of the book deals with specific IT issues raised by SOAs and why these issues are best dealt with on an enterprise level. Among the topics covered in these eight chapters are virtualizing resources, managing heterogeneous workloads, maintaining data and transactional integrity, and the value of proximity.
Many organizations find it very difficult to use metrics properly, and badly designed metrics can be actively harmful to proper business functioning. This book addresses the causes of the difficulties and presents workable solutions. It provides a general guide to the design, implementation and use of metrics as a mechanism to control and steer IT service organizations, and specific recommendations for applying metrics across ITIL, ISO20000 (BS15000) and other processes, discussing the rationale of the recommendations.
Authors Jason Bloomberg and Ronald Schmelzer - senior analysts for IT advisory and analysis firm ZapThink - say it all in the title of their new book, Service Orient or Be Doomed!: How Service Orientation Will Change Your Business. That is, if you fail to service orient your company, you will fail in competing with the organizations that do. This provocative new book takes service orientation out of its more familiar technological surroundings within service-oriented architecture and introduces it as a philosophy that advocates its rightful place within a business context, redefining it as a new way of thinking about organizing your business and its processes. Informal, challenging, and intelligent in style, Service Orient or Be Doomed!: How Service Orientation Will Change Your Business shows you how you can best use technology resources to meet your company's business goals and empower your company to go from stuck to competitive.
Communities of practice has become an increasingly influential model of learning, organization and creativity, and is informing current debates about learning processes, managerial control of organizational knowledge, and general and vocational education. This benchmark text provides an accessible yet critical introduction to the theory and application of communities of practice and their use in a diverse range of managerial and professional contexts, from education to human resource development.The book charts the development of the idea of communities of practice and explores the key relationship between learning and identity among: newcomers and 'old timers'; male and female workers; the low skilled and the high skilled professionals and managers; and adults and adolescents. Drawing on international empirical studies and adopting a multi-disciplinary approach, this book is useful reading for all students, researchers, practitioners and policy makers with an interest in work, employment, labour markets, learning, training or education.
Information Technology professionals can use this book to move beyond the excitement of web services and service oriented architecture (SOA) and begin the process of finding actionable ideas to innovate and create business value. In Enterprise SOA: Designing IT for Business Innovation, SAP's blueprint for putting SOA to work is analyzed from top to bottom. In addition to design, development, and architecture, vital contextual issues such as governance, security, change management, and culture are also explored. This comprehensive perspective reduces risk as IT departments implement ESA, a sound, flexible architecture for adapting business processes in response to changing market conditions. Based on extensive research with experts from the German software company SAP, this definitive book is ideal for architects, developers, and other IT professionals who want to understand the technology and business relevance of ESA in a detailed way - especially those who want to move on the technology now, rather than in the next year or two.
This work provides an understanding of the amazing force that links some of today's most successful companies. If you cut off a spider's leg, it's crippled; if you cut off it's head, it dies. But if you cut off a starfish's leg it grows a new one, and the old leg can grow into an entirely new starfish. Some organisations are just as decentralised as starfish, with no control centre or grand strategy. Think of craigslist and the original Napster, run totally by their own customers. Or Alcoholics Anonymous, which has thrived for decades as a loose network of small groups. Or even al Qaeda, which is so hard to destroy because its cells function independently. "The Starfish and the Spider", based on groundbreaking research into decentralised organisations, proves that this type of leadership is primed to change the world. Major companies like eBay, IBM, Sun, and GE are starting to decentralise, with great results. Decentralisation isn't easy for people who are used to the classic chain of commence organisation. But as readers will learn through this book's fascinating stories - ranging from the music business to geopolitics - it can be a very dangerous trend to ignore.
Finally, we are learning that simplicity equals sanity. We're rebelling against technology that's too complicated, DVD players with too many menus, and software accompanied by 75-megabyte "read me" manuals. The iPod's clean gadgetry has made simplicity hip. But sometimes we find ourselves caught up in the simplicity paradox: we want something that's simple and easy to use, but also does all the complex things we might ever want it to do. In The Laws of Simplicity, John Maeda offers ten laws for balancing simplicity and complexity in business, technology, and design--guidelines for needing less and actually getting more. Maeda--a professor in MIT's Media Lab and a world-renowned graphic designer--explores the question of how we can redefine the notion of "improved" so that it doesn't always mean something more, something added on. Maeda's first law of simplicity is "Reduce." It's not necessarily beneficial to add technology features just because we can. And the features that we do have must be organized (Law 2) in a sensible hierarchy so users aren't distracted by features and functions they don't need. But simplicity is not less just for the sake of less. Skip ahead to Law 9: "Failure: Accept the fact that some things can never be made simple." Maeda's concise guide to simplicity in the digital age shows us how this idea can be a cornerstone of organizations and their products--how it can drive both business and technology. We can learn to simplify without sacrificing comfort and meaning, and we can achieve the balance described in Law 10. This law, which Maeda calls "The One," tells us: "Simplicity is about subtracting the obvious, and adding the meaningful."
Learning for Action: A Short Definitive Account of Soft Systems Methodology, and Its Use Practitioners, Teachers and Students
From the father of Soft Systems Methodology (SSM), Peter Checkland, comes a new, accessible text which clearly and concisely looks at SSM. The book leaves out all of the development detail and historical/intellectual material which can be found in Checklandâ€™s other classic works, but contains the practical essentials that will allow teachers to teach SSM accurately and students to learn it with real understanding.
In this new book, Ulrich Beck develops his now widely used concepts of second modernity, risk society and reflexive sociology into a radical new sociological analysis of the cosmopolitan implications of globalization. Beck draws extensively on empirical and theoretical analyses of such phenomena as migration, war and terror, as well as a range of literary and historical works, to weave a rich discursive web in which analytical, critical and methodological themes intertwine effortlessly. Contrasting a 'cosmopolitan vision' or 'outlook' sharpened by awareness of the transformative and transgressive impacts of globalization with the 'national outlook' neurotically fixated on the familiar reference points of a world of nations-states-borders, sovereignty, exclusive identities-Beck shows how even opponents of globalization and cosmopolitanism are trapped by the logic of reflexive modernization into promoting the very processes they are opposing. A persistent theme running through the book is the attempt to recover an authentically European tradition of cosmopolitan openness to otherness and tolerance of difference. What Europe needs, Beck argues, is the courage to unite forms of life which have grown out of language, skin colour, nationality or religion with awareness that, in a radically insecure world, all are equal and everyone is different.
Building an Enterprise Architecture Practice provides practical advice on how to develop your enterprise architecture practice. The authors developed different tools and models to support organizations in implementing and professionalizing an enterprise architecture function. The application of these tools and models in many different organizations forms the basis for this book. The result is a hands-on book that will help you to avoid certain pitfalls and achieve success with enterprise architecture.
Many large scale projects are delivered over schedule and over budget. Programme management is a new approach to maximize the likelihood of successful change management. While being based around a set of techniques, this book describes an approach to programme management that outlines the skills and capabilities that organizations need to develop in order to manage change programmes effectively. This updated paperback edition includes a new chapter on programme governance.
Fast track route to understanding and implementing the balanced scorecard in your business. Covers the key aspects of the balanced scorecard, from basing the balanced scorecard on the company's strategy and relating it to existing control systems to setting goals and monitoring progress. Examples and lessons from some of the world's most successful businesses, including Ricoh, Xerox and Ericsson Enterprise and ideas from the smartest thinkers including Robert S. Kaplan and David P. Norton. Includes a glossary of key concepts and a comprehensive resources guide.
Geoffrey Moore is one of the most respected and bestselling names in business books. In his widely quoted Crossing the Chasm, he identified and addressed the greatest challenge facing new ventures. Now he's back with a book for established businesses that need to learn how to adapt - or suffer the slow declines into marginalized performance that have characterized so many Fortune 500 icons in recent years. Deregulation, globalization, and e-commerce are exerting unprecedented pressures on company profits. In this new economic ecosystem, companies must dramatically differentiate from their direct competitors - or risk declining performance and eventual extinction. But how do companies choose the right innovation strategy? Or overcome internal inertia that resists the kind of radical commitments needed to truly set the company's offers apart? Illustrating his arguments with more than one hundred examples and a full-length case study based on his unprecedented access to Cisco Systems, Moore shows businesses how to meet today's Darwinian challenges, whether they're producing commodity products or customized services. For companies whose competitive differentiation to the marketplace is still effective, he demonstrates how innovations in execution can help boost productivity, whether a company is competing in a growth market, a mature market, or even a declining market. For companies in danger of succumbing to competitive pressures, he shows how to overcome inertia by engaging the entire corporate community in an unceasing commitment to innovate and evolve. For any business competing in today's eat-or-be-eaten economic jungle, this groundbreaking guide shows not only how to survive, but also thrive.
If one thing catches the eye in almost all literature about (re)designing or (re)engineering of enterprises, it is the lack of a well-founded theory about their construction and operation. Often even the most basic notions like action or process are not precisely defined. Next, in order to master the diversity and the complexity of contemporary enterprises, theories are needed that separate the stable essence of an enterprise from the variable way in which it is realized and implemented. Such a theory and a matching methodology, which has passed the test of practical experience, constitute the contents of this book. The enterprise ontology, as developed by Dietz, is the starting point for profoundly understanding the organization of an enterprise and subsequently for analyzing, (re)designing, and (re)engineering it. The approach covers numerous issues in an integrated way: business processes, in- and outsourcing, information systems, management control, staffing etc. Researchers and students in enterprise engineering or related fields will discover in this book a revolutionary new way of thinking about business and organization. In addition, it provides managers, business analysts, and enterprise information system designers for the first time with a solid and integrated insight into their daily work.
Peter Senge, founder and director of the Society for Organisational Learning and senior lecturer at MIT, has found the means of creating a 'learning organisation'. In The Fifth Discipline, he draws the blueprints for an organisation where people expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nutured, where collective aspiration is set free, and where people are contually learning together. The Fifth Discipline fuses these features together into a coherent body of theory and practice, making the whole of an organisation more effective than the sum of its parts.
Most of the denizens of the Antarctic penguin colony sneer at Fred, the quiet but observant scout who detects worrying signs that their home, an iceberg, is melting. Fred must cleverly convince and enlist key players, such as Louis, the head penguin; Alice, the number two bird; the intractable NoNo the weather expert; and a passle of school-age penguins if he is to save the colony. Their delightfully told journey illuminates in an unforgettable way how to manage the necessary change that surrounds us all. Simple explanatory material following the fable enhances the lasting value of these lessons.
Service-Oriented Architecture (SOA): A Planning and Implementation Guide for Business and Technology
Amazon: The book shows you how to plan, implement, and achieve SOA value through its prescriptive approach, joining the business and strategic perspective to the technical and architectural perspective. Applicable to all industries, technology platforms, and operating environments, this innovative book provides you with the essential strategies to drive greater value from your SOA and realize your business goals.
Enterprise architecture defines a firmâ€™s needs for standardized tasks, job roles, systems, infrastructure, and data in core business processes. Thus, it helps a company to articulate how it will compete in a digital economy and it guides managersâ€™ daily decisions to realize their vision of success. This book clearly explains enterprise architectureâ€™s vital role in enabling - or constraining - the execution of business strategy. The book provides clear frameworks, thoughtful case examples, and a proven-effective structured process for designing and implementing effective enterprise architectures.
Risk Intelligence gives executives and business managers a simple mental model and simple tools to manage these risks. According to the author's model, risks fall into two categories: knowable and therefore learnable, and unknowable and therefore difficult to prepare for. The book not only shows readers how to analyse their knowable risks but helps them to appreciate the quality and utility of their own analysis. As it turns out, some people have a higher risk IQ than others and therefore analyse and manage risks more effectively. This book helps people of all risk aptitudes to assess and improve their risk IQs.
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.
Thomas L. Friedman is not so much a futurist, which he is sometimes called, as a presentist. His aim in The World Is Flat, as in his earlier, influential Lexus and the Olive Tree, is not to give you a speculative preview of the wonders that are sure to come in your lifetime, but rather to get you caught up on the wonders that are already here. The world isn't going to be flat, it is flat, which gives Friedman's breathless narrative much of its urgency, and which also saves it from the Epcot-style polyester sheen that futurists--the optimistic ones at least--are inevitably prey to. What Friedman means by "flat" is "connected": the lowering of trade and political barriers and the exponential technical advances of the digital revolution that have made it possible to do business, or almost anything else, instantaneously with billions of other people across the planet. This in itself should not be news to anyone. But the news that Friedman has to deliver is that just when we stopped paying attention to these developments--when the dot-com bust turned interest away from the business and technology pages and when 9/11 and the Iraq War turned all eyes toward the Middle East--is when they actually began to accelerate. Globalization 3.0, as he calls it, is driven not by major corporations or giant trade organizations like the World Bank, but by individuals: desktop freelancers and innovative startups all over the world (but especially in India and China) who can compete--and win--not just for low-wage manufacturing and information labor but, increasingly, for the highest-end research and design work as well. (He doesn't forget the "mutant supply chains" like Al-Qaeda that let the small act big in more destructive ways.)
Most organisations have problems to explain and manage the economic benefits of Enterprise Architecture. Managers often asked me what Enterprise Architecture can do for me. At the same time several Governmental organisations are adopting Enterprise Architecture as part of their change and E-Government initiatives. A holistic Enterprise Architecture approach can deliver a lot of benefits to organisations depending on the focus where to find these benefits. Even so Enterprise Architecture delivers the foundation for Enterprise Portfolio Management, the ultimate business driver for Enterprise Architecture. The main purpose of this book is achieving awareness at management level as well as at enterprise architects level about adopting an economic approach when dealing with Enterprise Architecture programs. This book explains the areas of economic benefits of Enterprise Architecture programs, the different views as well as a holistic approach to show the areas of economic benefits. Economic methods, models and approaches are described in short to show, how to quantify and manage the economic benefits of Enterprise Architecture programs as well as how Enterprise Architecture supports Enterprise Portfolio Management. This book has not the intention to be a scientific research document, nor a handbook to deliver solutions for all your EA related economic issues.
Strategic IT Portfolio Management delivers a solution to the IT dilemma that has evolved over the past 40 years - namely, how do we get the most value from our IT investment? Author Jeff Kaplan, a lead partner in the Strategic IT Management Practice at consulting firm PRTM, puts nearly two decades of expertise to work exploring and identifying the knowledge, techniques, and strategies needed to maximize technology investments and achieve long-term business transformation for all types of organizations. Written for executives from all disciplines, the book highlights many of the root causes of the IT value dilemma and explains how executives can prevent and counter these issues. Readers will learn the portfolio management methods essential to achieving value. The book provides executives with the tools to: - Illuminate, assess, and improve existing practices - Design a governance structure and allocate appropriate decision rights - Ensure centralized control with decentralized execution - Increase collaboration between business-unit and IT leadership - Instill a culture of continuous improvement and innovation Executives, board members, policymakers, analysts, and the media all want to know: are companies spending too much on information technology (IT)? But the question they should ask is whether organizations are seeing sufficient value from their IT investment - the value that comes from effectively managing technology as part of overall business transformation. Many organizations don't know how to move from managing technology to managing overall business transformation. Large-scale transformation efforts often go awry because the business leadership team and IT project teams are out of sync. In most of these cases, the organization lacks a governance method that fuses strategic management of the business, the technology, and the projects. Portfolio management is the governance method that's needed. Strategic IT Portfolio Management describes the portfolio management governance method necessary for transformation success. This book highlights many of the root causes for the IT dilemma and explains how executives can prevent and counter these issues. Readers gain an inside look at how portfolio management can instill a culture of continuous improvement and innovation within the organization.
An enterprise architecture tries to describe and control an organisation's structure, processes, applications, systems and techniques in an integrated way. The unambiguous specification and description of components and their relationships in such an architecture requires a coherent architecture modelling language. Lankhorst and his co-authors present such an enterprise modelling language, ArchiMate, that captures the complexity of architectural domains and their relations and allows the construction of integrated enterprise architecture models. They provide architects with concrete instruments that improve their architectural practice. As this is not enough, they additionally present techniques and heuristics for communicating with all relevant stakeholders about these architectures. Since an architecture model is useful not only for providing insight into the current or future situation but can also be used to evaluate the transition from 'as-is' to 'to-be', the authors also describe analysis methods for assessing both the qualitative impact of changes to an architecture and the quantitative aspects of architectures, such as performance and cost issues. The modelling language and the other techniques presented have been proven in practice in many real-life case studies. So this book is an ideal companion for enterprise IT or business architects in industry as well as for computer or management science students studying the field of enterprise architecture.
This is a comprehensive tutorial that teaches fundamental and advanced SOA design principles, supplemented with detailed case studies and technologies used to implement SOAs in the real world. All major software manufacturers and vendors are promoting support for SOA. As a result, every major development platform now officially supports the creation of service-oriented solutions. Parts I, II, and III cover basic and advanced SOA concepts and theory that prepare you for Parts IV and V, which provide a series of step-by-step how to instructions for building an SOA. Part V further contains coverage of WS-* technologies and SOA platform support provided by J2EE and .NET.
In this developerWorks Series book, IBM Enterprise Integration Team experts present a start-to-finish guide to planning, implementing, and managing Service-Oriented Architecture. Drawing on their extensive experience helping enterprise customers migrate to SOA, the authors share hard-earned lessons and best practices for architects, project managers, and software development leaders alike. Well-written and practical, Service-Oriented Architecture Compass offers the perfect blend of principles and "how-to" guidance for transitioning your infrastructure to SOA. The authors clearly explain what SOA is, the opportunities it offers, and how it differs from earlier approaches. Using detailed examples from IBM consulting engagements, they show how to deploy SOA solutions that tightly integrate with your processes and operations, delivering maximum flexibility and value. With detailed coverage of topics ranging from policy-based management to workflow implementation, no other SOA book offers comparable value to workingIT professionals. Coverage includes SOA from both a business and technical standpointâ€“and how to make the business case; Planning your SOA project: best practices and pitfalls to avoid; SOA analysis and design for superior flexibility and value; Securing and managing your SOA environment; Using SOA to simplify enterprise application integration; Implementing business processes and workflow in SOA environments; Case studies in SOA deployment; and After you've deployed: delivering better collaboration, greater scalability, and more sophisticated applications
This book presents an approach to enterprise architecture, which enables corporations to achieve their business objectives faster. Focusing on the governance of IT in the organization, it provides tangible tools, advice and strategies for implementing and designing the architectural process within a corporation that will make a major contribution in driving the business forward and achieve its goals.
The concept of â€˜communities of practiceâ€™ (Lave and Wenger 1991, Wenger 1998) has become an influential one in education, management, and social sciences in recent years. This book consists of a series of studies by linguists and educational researchers, examining and developing aspects of the concept which have remained relatively unexplored. Framings provided by theories of language-in-use, literacy practices, and discourse extend the concept, bringing to light issues around conflict, power, and the significance of the broader social context which have been overlooked. Chapters assess the relationship between communities of practice and other theories including literacy studies, critical language studies, the ethnography of communication, socio-cultural activity theory, and sociological theories of risk. Domains of empirical research reported include schools, police stations, adult basic education, higher education, and multilingual settings. The book highlights the need to incorporate thinking around language-in-use, power and conflict, and social context into communities of practice.
The first edition of Systems Thinking was the first book to develop a working concept of systems theory and to deal operationally with systems methodology. The author has been working for the last 5 years to incorporate parallel development in quantum theory, self-organizing systems and complexity theory, the sum of which is included in this new 2nd edition. He has tested these concepts with 200 executive MBA students, and also with Russell Ackoff, one of the founding fathers of systems thinking. Ackoff reported that it was the most comprehensive systems methodology he has seen. The 2nd edition features the synthesis of holistic thinking (iteration of structure, function and process), operational thinking (understanding chaos and complexity), sociocultural systems (movement toward a predefined order), and interactive design (redesigning the future and inventing ways to bring it about). Also added are the operational thinking and self-organizing aspect of sociocultural systems, with updates made to the holistic thinking and interactive design parts to incorporate recent new developments.
Winning by not competing: a fresh approach to strategy Since the dawn of the industrial age, companies have engaged in head-to-head competition in search of sustained, profitable growth. They have fought for competitive advantage, battled over market share, and struggled for differentiation. Yet these hallmarks of competitive strategy are not the way to create profitable growth in the future. In a book that challenges everything you thought you knew about the requirements for strategic success, W. Chan Kim and RenÃ©e Mauborgne argue that cutthroat competition results in nothing but a bloody red ocean of rivals fighting over a shrinking profit pool. Based on a study of 150 strategic moves spanning more than a hundred years and thirty industries, the authors argue that lasting success comes not from battling competitors, but from creating â€œblue oceansâ€: untapped new market spaces ripe for growth. Such strategic movesâ€”which the authors call â€œvalue innovationâ€â€”create powerful leaps in value that often render rivals obsolete for more than a decade. Blue Ocean Strategy presents a systematic approach to making the competition irrelevant and outlines principles and tools any company can use to create and capture blue oceans. A landmark work that upends traditional thinking about strategy, this book charts a bold new path to winning the future.
Radical and hopeful - Presence synthesises cutting-edge thinking, firsthand knowledge and ancient wisdom Presence: Human Purpose and the Field of the Future gives the reader an intimate look at the development of a new theory about change and learning. A book built around a series of wide-ranging conversations over a year and a half, Senge, Scharmer, Jaworski, and Flowers explore their own experiences and those of one hundred and fifty scientists and social and business entrepreneurs in an effort to explain how profound collective change occurs. Their journey of discovery articulates a new way of seeing the world, and of understanding our part in creating it - as it is and as it might be. Presence explores the living fields that connect us to one another, to life more broadly, and, potentially, to what is "seeking to emerge." Seven capacities underlie our ability to see, sense, and realize new possibilities. Developing these capacities accesses a deeper level of learning that is the key to creating change that services the whole - ourselves, our organizations and the communities of which we are a part.
IT is no longer an enabler of corporate strategy, it is now the key element of corporate strategy. Governance of the Extended Enterprise explores how some of the world's most successful enterprises have integrated information technology with business strategies, culture, and ethics to optimize information value, attain business objectives, and capitalize on technologies in highly competitive environments. Providing a process for change and a governance model, Governance of the Extended Enterprise encompasses the latest emerging practices from major information and knowledge businesses, providing a major new knowledge resource for enterprises. It also opens up new avenues of practice in strategy setting, enterprise management, control assessment, and risk management. From sales-force automation to workgroup collaboration, forms processing to knowledge management systems, customer service to technical support, Governance of the Extended Enterprise will help readers improve IT governance in all facets of their organization.
Now you don't have to know accounting to understand and reap the benefits of earned value project management. In one convenient resource, "A Practical Guide to Earned Value Project Management" spells out everything you need to know to use this highly effective project management tool. First you'll get an overview of the earned value management system (EVMS) and how it's used. Then you'll take a look at the 32 criteria - and learn how each corresponds with successful project management. Next, you'll move through the lifecycle of a sample project to see how the components of the earned value system are applied. Along the way, you'll learn how to: interpret and use the earned value management system to manage your projects; compute variances that are more meaningful to project owners and project teams; design reports and graphs with more valuable information; address unfavorable earned value metrics; and compare projects to better understand which ones are doing well, which are in trouble, and which need to go.
A great deal of attention has been devoted to risk research. Theoretical sociology, however, has shown little interest in it. Sociologists in general have limited themselves to varying recognitions of a society at risk and have traced out the paths to disaster. The detailed research has yet to be undertaken. In Risk, now available in paperback, Niklas Luhmann develops a theoretical program for such research. His premise is that the concept of risk projects essential aspects of our description of the future onto the present. Risk is conceived as the possibility of triggering unexpected, unlikely, and detrimental consequences by means of a decision attributable to a decision maker. Luhmann shows how strongly and how differently the separate segments of modern society, such as politics, law, science, and the economy, react to the hazardous situations to which they are exposed. Luhmann's thesis is that the gap has been increasing between those who participate in decisions and those who are excluded from the decision-making process, but who nevertheless have to bear the consequences of the decisions taken. This seminal book will be of interest to professionals and students in a variety of disciplines. It is a classic exploration of risk that will be valued by those interested in technology, communication, sociology, politics, and scientific research.
Making Innovation Work presents a formal innovation process proven to work at HP, Microsoft and Toyota, to help ordinary managers drive top and bottom line growth from innovation. The authors have drawn on their unsurpassed innovation consulting experience -- as well as the most thorough review of innovation research ever performed. They'll show what works, what doesn't, and how to use management tools to dramatically increase the payoff from innovation investments. Learn how to define the right strategy effective innovation; how to structure an organization to innovate best; how to implement management systems to assess ongoing innovation; how to incentivize teams to deliver, and much more. This book offers the first authoritative guide to using metrics at every step of the innovation process -- from idea creation and selection through prototyping and commercialization.
In his bestâ€“selling book, Squirrel Inc., former World Bank executive and master storyteller Stephen Denning used a tale to show why storytelling is a critical skill for leaders. Now, in this handsâ€“on guide, Denning explains how you can learn to tell the right story at the right time. Whoever you are in the organization CEO, middle management, or someone on the front lines you can lead by using stories to effect change. Filled with myriad examples, A Leader's Guide to Storytelling shows how storytelling is one of the few available ways to handle the principal and most difficult challenges of leadership: sparking action, getting people to work together, and leading people into the future. The right kind of story at the right time, can make an organization "stunningly vulnerable" to a new idea.
Enterprise IT architecture made practical -- finally! There's only one way to maximize legacy infrastructure while integrating new partners, technologies, applications, and data streams: begin with a coherent enterprise architecture. But most approaches to enterprise architecture have been far too complex and theoretical--until now. IT Architecture Toolkit is a breakthrough: a practical, simple, rapid, and complete approach to delivering on the promise of enterprise architecture. Jane Carbone's approach has been proven in mid-market and Fortune 500 enterprises alike. Step by step, Carbone shows how to integrate business, architecture, implementation, and all key outputs: for data, applications, technology, and people. Whether you're an IT leader, architect, planner, or analyst, you'll learn how to create strong, auditable links with business drivers; model your architecture simply, easily, and quickly; translate your models to real, manageable projects; define the value proposition for architecture and establish realistic metrics; achieve buy-in throughout your organization; and manage the soft aspects of your architecture initiative, including processes, roles, responsibilities, and organizational structure. Carbone provides a soup to nuts collection of methods and examples. Using her exercises, you will construct a complete draft architecture for your own business: one that will handle change, opportunity, growth, mergers, downsizing, whatever comes your way.
As information technology becomes increasingly essential within organizations, the reputation and role of the CIO has been diminishing. To regain credibility and avoid obscurity, CIOs must take on a larger, more strategic role. Here is a blueprint for doing exactly that. This book shows how CIOs can bridge the gap between IT and the rest of the organization and finally make IT a strategic advantage rather than a cost sink.
A bold and controversial manifesto on where information technology is headed, how its role in business strategy will dramatically change, and what this all means for business managers and IT suppliers. Does IT Matter provides the first cogent explanation of ITâ€™s dramatically changing business role, its levelling influence on competition, and the practical implications for business managers and IT suppliers. A convincing manifesto on one of the most important business phenomena of our time, â€œDoes IT Matter?â€ will play a central role in our ongoing debate about the future of IT.
From Business Strategy to IT Action gives companies of all sizes the tools to effectively link IT to business strategy and produce effective, actionable strategies for bottom-line results. The authors present CEOs, CFOs, CIOs, and IT managers with a powerful and accessible resource packed with such useful material as the Strategy-to-Bottom-Line Value Chain, which integrates the management practices relating to planning, prioritization, alignment, and assessing a company's entire IT budget; methods for using IT Impact Management to establish IT culture and performance models for the business/IT connection; the IT Improvement Zone, which quickly identifies where a company can focus its energies for maximum results, etc.
Seventy percent of all IT projects fail - and scores of books have attempted to help firms measure and manage IT systems and processes better in order to turn this figure around. In this book, IT experts Peter D. Weill and Jeanne W. Ross argue that the real reason IT fails to deliver value is that companies have no formal system in place for guiding and monitoring IT decisions. Their research shows that firms with explicit IT governance systems have twice the profit of firms with poor governance, given the same strategic objectives. Just as corporate governance systems aim to ensure quality decisions about corporate assets, the authors show, companies need IT governance systems to ensure that IT investments are made wisely and effectively.
The author developed Lightweight Enterprise Architecture (LEA) to enable a quick alignment of technology to business strategy. LEA's simple and effective framework makes it useful to a wide audience of users throughout an enterprise, coordinating resources for business requirements and facilitating optimal adoption of technology. Lightweight Enterprise Architectures provides a methodology and philosophy that organizations can easily adopt, resulting in immediate value-add without the pitfalls of traditional architectural styles. This systematic approach uses the right balance of tools and techniques to help an enterprise successfully develop its architecture. The first section of the text focuses on how enterprises deploy architecture and how architecture is an evolving discipline. The second section introduces LEA, detailing a structure that supports architecture and benefits all stakeholders. The book concludes by explaining the approach needed to put the framework into practice, analyzing deployment issues and how the architecture is involved throughout the lifecycle of technology projects and systems. This innovative resource tool provides you with a simpler, easily executable architecture, the ability to embrace a complex environment, and a framework to measure and control technology at the enterprise level.
This book spells out guidelines and strategies for successfully using Service Oriented Architecture (SOA) in large-scale projects. SOA represents the latest paradigm in distributed computing and middleware development. However,SOA is not a revolution, but rather an evolution in software architecture. SOA is a collection of best practice software construction principles accompanied by proven methodologies in development and project management. This book is unique in that it offers a pragmatic approach to the topic. The authors borrow from their more than forty years of collective enterprise experience, and offer a frank discussion of the challenges associated with adopting SOA. They also help readers ensure that their organization does not become too closely tied to a specific technology. The result is a detailed introduction to the topic and an architectural blueprint for implementing SOA.
CIOs and IT managers will improve their organization's performance with this look at security management and the security-based COBIT. Informed by common ISO quality and security standards, ITIL, the Common Scoreboard, and COBIT, the accepted standard for good IT security and control practices, this reference provides a succinct framework for IT management.
Innovation is an evergreen topic because it is such an essential ingredient for successful growth - and this book provides a new and fascinating perspective on how new innovations can best be found and developed. Managers from all kinds of companies will find this book of interest. This book is so well written and is filled with such engaging examples that we expect it to break out beyond a business audience to general readers. It is similar to The Tipping Point in terms of tone, readability, and rich, interesting stories, which show how innovative ideas were born in intersections that combined arenas as diverse as card games and sky rises, Palm Pilots and carrots, airplanes and cookies, ants and truck drivers. Offers practical strategies anyone can use to develop novel new ideas big and small, in all areas of life and work. The book's title refers to an explosion of creativity that occurred in Florence during the Renaissance, when the Medici banking family funded creators from many different disciplines to come together to debate, discuss, and discover new ideas. The book is about how any of us can create our own 'Medici effects' using the concept of 'the intersection'.
Knowledge Networks: Innovation Through Communities of Practice explores the inner workings of an organizational, internationally distributed Community of Practice. The book highlights the weaknesses of the 'traditional' KM approach of 'capture-codify-store' and asserts that communities of practice are recognized as groups where soft (knowledge that cannot be captured) knowledge is created and sustained. Readers will gain insight into a period the life of a distributed international community of practice by following the members as they work, meet, collaborate, interact and socialize.
When a disruptive innovation is launched, it changes the entire industry and every firm operating within in This book argues that it is possible to predict which companies will win and which will lose in a specific situationâ€”and provides a practical framework for doing so. Most books on innovationâ€”including Christensenâ€™s previous two booksâ€”approached innovation from the inside-out, showing firms how they can create innovations inside their own companies. This book is written from an â€œoutside-inâ€ perspective, showing how executives, investors, and analysts can assess the impact of a new innovation on the firms they have a vested interest in.
SWOTed by strategy models? Crunched by analysis? Strategy doesnâ€™t have to be this way. Strategy is really all about being different. Thinking about it shouldn't make you reach for the snooze button, but in the world of strategy everybody has become so serious. If that gets us better strategies, fine. But it doesnâ€™t; we get worse onesâ€”predictable, generic, uninspiring, dull. Strategy doesnâ€™t only have to position; it also has to inspire. So an uninspiring strategy is really no strategy at all. The most interesting and most successful companies are not boring. They have novel, creative, inspiring, sometimes even playful strategies. By taking the whole strategy business less seriously, they end up with more serious resultsâ€”and have some fun in the bargain. Strategy Bites Back invites you to encounter a diverse and unlikely set of voices with something sharp to say about strategy --- from Michael Porter and Peter Drucker to Coco Channelâ€™s "little black dress". Taken together these perspectives will provide you with new and dramatically different angles from which to attack the world of strategy.