Marco Nardello Technological progress has allowed enterprises to collect large amounts of data on their products, processes, and services. This progress is part of the Industry 4.0 transformation. Due to this transformation, enterprises are likely … Read more
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 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.
“The best way to understand the dramatic transformation of unknown books into bestsellers, or the rise of teenage smoking, or the phenomena of word of mouth or any number of the other mysterious changes that mark everyday life,” writes Malcolm Gladwell, “is to think of them as epidemics. Ideas and products and messages and behaviors spread just like viruses do.” Although anyone familiar with the theory of memetics will recognize this concept, Gladwell’s The Tipping Point has quite a few interesting twists on the subject. For example, Paul Revere was able to galvanize the forces of resistance so effectively in part because he was what Gladwell calls a “Connector”: he knew just about everybody, particularly the revolutionary leaders in each of the towns that he rode through. But Revere “wasn’t just the man with the biggest Rolodex in colonial Boston,” he was also a “Maven” who gathered extensive information about the British. He knew what was going on and he knew exactly whom to tell. The phenomenon continues to this day–think of how often you’ve received information in an e-mail message that had been forwarded at least half a dozen times before reaching you. Gladwell develops these and other concepts (such as the “stickiness” of ideas or the effect of population size on information dispersal) through simple, clear explanations and entertainingly illustrative anecdotes, such as comparing the pedagogical methods of Sesame Street and Blue’s Clues, or explaining why it would be even easier to play Six Degrees of Kevin Bacon with the actor Rod Steiger. Although some readers may find the transitional passages between chapters hold their hands a little too tightly, and Gladwell’s closing invocation of the possibilities of social engineering sketchy, even chilling, The Tipping Point is one of the most effective books on science for a general audience in ages. It seems inevitable that “tipping point,” like “future shock” or “chaos theory,” will soon become one of those ideas that everybody knows–or at least knows by name. –Ron Hogan Book Description: This celebrated New York Times bestsellernow poised to reach an even wider audience in paperbackis a book that is changing the way North Americans think about selling products and disseminating ideas. Gladwells new afterword to this edition describes how readers can constructively apply the tipping point principle in their own lives and work. Widely hailed as an important work that offers not only a road map to business success but also a profoundly encouraging approach to solving social problems.