The New Technology Elite – How Great Companies Optimize Both Technology Consumption and Production
How Great Companies Optimize Both Technology Consumption and Production
Gebonden Engels 2012 9781118103135Samenvatting
How–to guidance for optimizing incumbent technologies to deliver a better product and gain competitive advantage
Their zip codes are far from Silicon Valley. Their SIC codes show retail, automobile or banking. But industry after industry is waking up to the opportunity of "smart" products and services for their increasingly tech–savvy customers. Traditionally technology buyers, they are learning to embed technology in their products and become technology vendors. In turn, if you analyze Apple, Google, Amazon, Facebook, Twitter and eBay, you marvel at their data centers, retail stores, application ecosystems, global supply chains, design shops. They are considered "consumer" tech but have better technology at larger scale than most enterprises. The old delineation of technology buyer and vendor is obsolete. There is a new definition for the technology elite – and you find them across industries and geographies. The 17 case studies and 4 guest columns spread through The New Technology Elite bring out the elite attributes in detail. Every organization will increasingly be benchmarked against these elite – and soon will be competing against them.
Contrasts the productivity that Apple, Google and others have demonstrated in the last decade to that of the average enterprise technology group
Reveals how to leverage what companies have learned from Google, Apple, Amazon.com, and Facebook to your company′s advantage
Designed for business practitioners, CEOs, CFOs, CIOs, technology vendors, venture capitalists, IT consultants, marketing executives, and policy makers
Other titles by Vinnie Mirchandani: The New Polymath: Profiles in Compound–Technology Innovations
If you′re looking to encourage technology innovation, look no further. The New Technology Elite provides the building blocks your company needs to become innovative through incumbent technologies.
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<p>Acknowledgments xxi</p>
<p>Part I The Convergence of Technology Production and Consumption</p>
<p>Chapter 1 The New Monday Morning Quarterback 3</p>
<p>Case Study: UPS That s Technology Amore 15</p>
<p>Chapter 2 The Industrialization of Technology 25</p>
<p>Case Study: HP The Quest for a 10 Out of 10 Supply Chain 32</p>
<p>Chapter 3 From Amazon to Zipcar: No Industry Untouched 39</p>
<p>Case Study: Roosevelt Innovation Island 49</p>
<p>Chapter 4 Australia to Zanzibar: No Country for Old Products 57</p>
<p>Case Study: Estonia s Tiigrihupe Tiger Leap 66</p>
<p>Chapter 5 Convergence, Crossover, and Beyond 71</p>
<p>Guest Columns: Crossover Executive Perspectives 84</p>
<p>Perspective 1: Tony Scott (CIO, Microsoft) 84</p>
<p>Perspective 2: Vijay Ravindran (Chief Digital Officer, The Washington Post Co.) 86</p>
<p>Part II Key Attributes for the New Technology Elite: Three Es, Three Ms, Three Ps, and Three Ss</p>
<p>Chapter 6 Elegant: In a World of Flashing 12s 93</p>
<p>Case Study: Virgin America Redefining Elegance in Flying 103</p>
<p>Chapter 7 Exponential: Leveraging Ecosystems 111</p>
<p>Case Study: RIM s Evolving Ecosystem 119</p>
<p>Chapter 8 Efficient: Amid Massive Technology Waste 123</p>
<p>Case Study: Facebook s Hyperefficient Data Center 133</p>
<p>Chapter 9 Mobile: If It s Tuesday, It Must Be Xiamen 139</p>
<p>Case Study: The Boeing 787 and HCL Technologies 149</p>
<p>Chapter 10 Maverick: No Rules. Just Right. 155</p>
<p>Case Study: Apple A Thousand Nos and Ten Gutsy Yeses 163</p>
<p>Chapter 11 Malleable: Business Model Innovation 173</p>
<p>Case Study: Valence Health 186</p>
<p>Chapter 12 Physical: Why Test Driving Is Still Important Even in a Digital World 193</p>
<p>Case Study: Taubman Shopping Centers 205</p>
<p>Chapter 13 Paranoid: But Not Paralyzed 211</p>
<p>Case Study: Wireless Aerial Surveillance Platform 220</p>
<p>Chapter 14 Pragmatic: When Attorneys Influence Technology Even More than Engineers 225</p>
<p>Guest Column: Legal Considerations in Technology Product Launches Benjamin Kern 233</p>
<p>Chapter 15 Speedy: In a New Era of Perishability 241</p>
<p>Case Study: Corning The Gorilla® Glass Rocket Ride 248</p>
<p>Chapter 16 Social: Amid Chatty Humans and Things 255</p>
<p>Case Study: Lexmark Genesis A Printer for Our Social Times 265</p>
<p>Chapter 17 Sustainable: Mining the Green Gold 271</p>
<p>Case Study: Google s Green Initiatives 282</p>
<p>Part III Outside Influences on the Technology Elite</p>
<p>Chapter 18 Making Regulators More Tech–Elite 291</p>
<p>Case Study: 3M s Periodic Table 299</p>
<p>Chapter 19 Society s Changing View of Technology 305</p>
<p>Guest Column: Smart Products Consumers Can Trust Professor Mary Cronin 313</p>
<p>Chapter 20 Market Analysts Morphing 317</p>
<p>Case Study: Amazon 2010 Shareholder Letter 323</p>
<p>Endgame: Welcome to the NFL 327</p>
<p>Notes 333</p>
<p>About the Author 367</p>
<p>Index 369</p>
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