Value Redesigned: New Models for Professional PracticeGreenway Communications, 2005 - 432 oldal In Value Redesigned, Davy and Harris reveal a vivid landscape where innovative new models for professional practice are already beginning to flourish, showing firms avenues of escape from the vicious cycle of commoditization and low prestige that is epidemic within the architecture and engineering community. Aligned with the dynamics of the emerging knowledge-based economy, these new models of practice offer bold value propositions, combining new ways of creating value with innovative pricing strategies. |
Tartalomjegyzék
Figures | 4 |
Becoming a Living Firm | 12 |
I | 17 |
3 | 24 |
1 | 30 |
Evolving the Core of Professional Practice | 40 |
5 | 47 |
1 | 57 |
17 | 243 |
1 | 246 |
18 | 259 |
1 | 262 |
4 | 270 |
2222 | 284 |
1 | 292 |
3 | 300 |
6 | 63 |
I | 76 |
7 | 82 |
8 | 95 |
9 | 115 |
Guiding Business Model Innovation | 128 |
IO I | 130 |
I0 2 | 138 |
4 | 144 |
ІА | 194 |
4 | 201 |
New Social and Leadership Capacities | 234 |
20 | 310 |
21 | 318 |
1 | 324 |
12 | 332 |
24 | 355 |
I | 366 |
Earning a Fair Return on Value Created | 390 |
Notes | 419 |
40 | 420 |
1 | 428 |
| 431 | |
Gyakori szavak és kifejezések
adaptive Alignment architects architecture and engineering building built environment business ecosystem business model causal loop diagramming challenges chapter Christensen client organization client systems clients and stakeholders collaborative construction context core creativity culture customers Dames & Moore disciplines disruptive technology diversity domains dynamics economic ecosys effective efforts emerging enables engineering firms environmental experience explore facilities firm’s focus focused forms of value fundamental global group process Heifetz individual industry infrastructure integrated Interdependent involved lead leader leadership capacities learning leverage life-cycle stages living company living firm living systems Mass Customization mental models mind-set move offer operating organization ecosystem organization’s organizational participants performance Peter Senge potential practice problems profes relationship response role shifts of mind significant social capacities society solutions stakeholders structure systems thinking technical tion transformation Type understanding value network value proposition value-based pricing