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Spider's Strategy, The: Creating Networks to Avert Crisis, Create Change, and Really Get Ahead

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Spider's Strategy, The: Creating Networks to Avert Crisis, Create Change, and Really Get Ahead

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  • Copyright 2009
  • Dimensions: 6 X 9
  • Pages: 256
  • Edition: 1st
  • eBook (Adobe DRM)
  • ISBN-10: 0-13-714811-9
  • ISBN-13: 978-0-13-714811-0

To thrive in a world where networks of companies increasingly compete with other networks, managers can no longer focus solely on excellence in planning and execution. In The Spider’s Strategy, top business consultant Amit S. Mukherjee provides the tools you need to sense and respond to unexpected events. He shows why and how managers in your company must apply four powerful “Design Principles” today:

  • Change everyday work practices by embedding “sense and response” within your normal plan-and-execute processes.
  • Promote collaboration across partner companies by establishing practical mechanisms that make “win-win” a basis for action not an empty slogan.
  • Ensure that work really teaches by assuring the culture, processes, and organizational structure to improve your company’s ability to learn.
  • Implement those key technological capabilities that allow the network to function seamlessly.

The heart of this book includes proven implementation advice based on conversations with successful innovators at HP, Nokia, and beyond. Mukherjee offers new insight into everything from work practices to culture and corporate organization and shows how to overcome even the most stubborn obstacles to effective collaboration amongst partners.

Sample Content

Table of Contents

Acknowledgments xiii

About the Author x

Part I: Why Change?

Chapter 1: The Fire That Changed an Industry 3

Chapter 2: Shadows of the Past 17

Chapter 3: Visions from the Present 45

Part II: Design Principles for Adaptive Capabilities

Chapter 4: Transform Everyday Work 69

Chapter 5: Succeed in a Dog-Eat-Dog World 97

Chapter 6: Ensure That Work Teaches 131

Chapter 7: Make Technology Matter 163

Part III: Going Adaptive

Chapter 8: Create the Organization 197

Chapter 9: Introduce Change Holographically 209

Epilogue: Two Views of a Company 225

Index 229


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