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Rebuilding the Corporate Genome: Unlocking the Real Value of Your Business (Anglais) Relié – 29 octobre 2002

4.0 étoiles sur 5 1 commentaire client

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Descriptions du produit

Revue de presse

"...The author, al AT Kearney executives, examine the corporate structure, looking at the ways that organisations can reduce their businesses to their agile, basic elements that create innovative products and services?" (Business a.m., 3 December 2002)

Présentation de l'éditeur

Praise for Rebuilding the Corporate Genome

"Whether you talk about capability–driven organizations, modular approaches, or networked economies, the implications of very low costs for transactions, information exchanges, and communications are clear: Business boundaries are dissolving and re–forming. Aurik, Jonk, and Willen show how innovators are creatively exploiting this trend to their decided advantage."
Gerard Hoetmer, Senior Vice President, Unilever Bestfoods

"If you set your strategy at lower levels of the business, you can more effectively compete and grow–and fend off unexpected rivals. Rebuilding the Corporate Genome shows that once you look through capability lenses, new horizons and new possibilities suddenly come into focus."
Jan Oosterveld, Member, Group Management Committee, Royal Philips Electronics

"This book is a compelling and prescient look at the future of the modern corporation. While the ′corporate genome project′ may be a work in progress, the authors take important steps towards the goal of understanding how corporations really work, and how capability–based corporations will emerge as the organizations of tomorrow. Read this book carefully, because this is as close as you will get to a key for unlocking innovation and value in your industry."
Mohanbir Sawhney, McCormick Tribune Professor of Technology and Director, Center for Research in Technology & Innovation, Northwestern University, Kellogg School of Management

"Rebuilding the Corporate Genome reveals the future before it arrives. The authors masterfully extrapolate from a set of current trends to paint a picture of how businesses and strategies will evolve. The book is a must–read for anyone charged with charting the direction of a business in these turbulent times."
Toby E. Stuart, Fred G. Steingraber–A.T. Kearney Professor of Organizations and Strategy, University of Chicago, Graduate School of Business

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Format: Relié
Enfin un livre qui se focalise sur la croissance "top line" avec des idées fondées sur la realité des entreprises. Les auteurs sont des consultants et expliquent leur theorie de croissance qui est à l'origine des strategies actuelles de firmes tels que Philips et Nokia. Le livre est rempli d'exemples (dont beaucoup sont des entreprises Européennes) permettant au lecteur de bien se rendre compte de l'application de leurs idées.
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Commentaires client les plus utiles sur Amazon.com (beta)

Amazon.com: HASH(0x8b6de2a0) étoiles sur 5 3 commentaires
4 internautes sur 4 ont trouvé ce commentaire utile 
HASH(0x8b6e0d5c) étoiles sur 5 The quiet business revolution 25 novembre 2002
Par Un client - Publié sur Amazon.com
Format: Relié
I first heard about this book from an article in Fortune magazine about a year ago and since then it seems to be popping up everywhere. The authors present a completely original and compelling perspective on how companies can exploit the potential of their various business capabilities. Although the topic may appear to touch on old ground, it really doesn't. The authors look at businesses and their boundaries in a new, perhaps revolutionary, way. The text is full of cases and examples so the reading is pretty easy. They also provide solid frameworks and guidelines for executives. I think the ideas here could be as important as Hamper and Champy's "Reengineering the Corporation" was in the 1990's. I highly recommend it.
3 internautes sur 3 ont trouvé ce commentaire utile 
HASH(0x8bf61b64) étoiles sur 5 Failed to connect the dots... 1 décembre 2002
Par R. Berg - Publié sur Amazon.com
Format: Relié
While presenting an interesting thesis, the book missed many opportunities at greatness. Why? The genome analogy was almost completely squandered, probably because genes represent traits and not capabilities, as the authors suggest. (Perhaps the authors could compare 'centers of excellence' to organs, with genes being the traits those organs exhibit which separate world class organizations from also-rans.) But I didn't write the book, so, ok, the authors get the benefit of the doubt.

However, the notion that a company that exhibits a world-class capability should soul-search to figure out "what business they're really in" is overly simplistic. The business world is littered with companies that forgot what business they were in, and have since succumbed to their more focused competitors. It is the alignment of culture, strategy and workflow that characterizes great companies, not fitting square pegs into round holes by making wholesale strategic shifts because "we happen to be great at shipping or inventory management or product design." It is these areas of excellence that make otherwise mediocre companies stand out against their competition; packaging and selling such dominating capabilities could prove lethal. How? The notion of packaging a core capability misses an important counterpoint to the enthusiastic promise of the subtitle: Unlocking the value of your business, to be sure, might allow unwanted trespassers.

This book provides much in the way of theory and the ideas presented are valid absent any specific market context. Applying these ideas in the real world, however, is risky, expensive and challenges the notion of cyclicality - that a business varies between reliance on partners (outsourcing) and doing it all in-house because markets demand it or competitive threats command it. Once that dominating capability that you have so carefully packaged and marketed is matched by a competitor, you're back to square one, having forgotten your original business base and left to rethink exactly what business you're in. Again. Sticking to what you're good at is no doubt good advice; sticking to what you're passionate about is better advice.
3 internautes sur 5 ont trouvé ce commentaire utile 
HASH(0x8bf61b88) étoiles sur 5 A must-read for managers 1 novembre 2002
Par Un client - Publié sur Amazon.com
Format: Relié
A fresh and compelling take on management for the twenty-first century. Sure to turn up on B-school reading lists in the years to come. Don't miss it!
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