Into the Networked Age: How IBM and Other Firms are Getting There NowOxford University Press, 1999. okt. 7. - 256 oldal In this dynamic book, based on the most effective strategies of IBM and other market leaders, managers will learn to successfully transform their organizations into a business prepared to compete in a networked age. Mainframes, client servers, PCs, networks, e-business, the Internet, databases, technical management--indeed, in the brave new business world facing today's firms only one thing is certain: change. And when looking for a model for corporate change, one should look no further than IBM. In this decade, IBM has gone from a company with less than $60 billion in unprofitable revenue to a highly profitable $85 billion-plus enterprise. In a company whose major source of revenue was once hardware, services now account for more than a third of its revenue. IBM Global Services, only seven years old and $25 billion strong, draws most of its revenue from helping businesses to do successfully what IBM has done: transform themselves. In five down-to-earth sections, the authors share their vast experience, apply case studies, chart trends and describe in-depth the practices that allowed IBM to transform itself, and to show the way for other firms. The result is an essential handbook for anyone charged with leading their firm in an economy that is global, increasingly reliant on information systems, and teeming with rapidly emerging markets--and competitors. Written by a staff of experts and renowned business thinkers, Into the Networked Age is today's ultimate guide for success in tomorrow's business world. |
Más kiadások - Összes megtekintése
Into the Networked Age: How IBM and Other Firms are Getting There Now James W. Cortada,Thomas S. Hargraves,Edward Wakin Korlátozott előnézet - 1999 |
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activities align American Airlines apply approach Barnes & Noble become behavior Business School Press capabilities capital chapter clients collaboration communication company's competency competitive advantage corporate cost create customer needs Customer Value Management customer-defined customers want Datamining decisions deliver delivery develop drivers economic emerging employees enables enterprise environment executives experience firm firm's focus focused functions future goals groupware Harvard Business Harvard Business School IBM Consulting IBM Global Services IBM's identify implementing improve individual industries information technology infrastructure innovation Internet investments issues James Champy knowledge management leadership learning leverage Lou Gerstner major marketplace ment Michael Hammer networks offer operations opportunities organization organizational percent problem process leader process management process-centric management products and services profitable reengineering response role sharing skills strategy success tacit knowledge tion tomer transformation value propositions videoconferencing vision York
Hivatkozások erre a könyvre
Profit Brand: How to Increase the Profitability Accountability and ... Nick Wreden Korlátozott előnézet - 2007 |