Sie sind bereits eingeloggt. Klicken Sie auf 2. tolino select Abo, um fortzufahren.
Bitte loggen Sie sich zunächst in Ihr Kundenkonto ein oder registrieren Sie sich bei bücher.de, um das eBook-Abo tolino select nutzen zu können.
You can't embrace change any faster...can't make time for the synergy training workshop...can't deal with one more change management seminar. So stop changing. Evolve. Evolution can be unleashed in your organization, effortlessly and gradually changing everything in its path. By teaching your company to "zoom" -- embrace change without pain -- you'll have a company that evolves and ultimately attracts people who drive it to evolve even faster. In up or down markets, for companies in any industry, embrace the organic approach detailed in Survival Is Not Enough and you will always…mehr
You can't embrace change any faster...can't make time for the synergy training workshop...can't deal with one more change management seminar. So stop changing. Evolve.
Evolution can be unleashed in your organization, effortlessly and gradually changing everything in its path. By teaching your company to "zoom" -- embrace change without pain -- you'll have a company that evolves and ultimately attracts people who drive it to evolve even faster.
In up or down markets, for companies in any industry, embrace the organic approach detailed in Survival Is Not Enough and you will always outperform the competition.
Here's practical advice on how to make the chaos we all must deal with an asset, not a threat.
Dieser Download kann aus rechtlichen Gründen nur mit Rechnungsadresse in A, B, BG, CZ, D, DK, EW, E, FIN, F, GR, HR, H, I, LT, L, LR, NL, PL, P, R, S, SLO, SK ausgeliefert werden.
Seth Godin is an entrepreneur, speaker, and the bestselling author of a number of business books, including E-Marketing—the first book ever published on how to do business online—as well as Permission Marketing, This is Marketing, The Practice, and The Song of Significance.
Inhaltsangabe
Contents Foreword, by Charles Darwin Introduction: More Than Survival The Paul Orfalea Story: A Process, Not a Plan Survival Is Not Enough: The Summary Chapter 1 Change Guillotine or Rack? Frantic at Work? Businesses That Don't Change Are in Danger Change Is the New Normal What Happens When the Jaguars Die? The Problem with Factories What's the Internet Got to Do with the Chaos? Successful Businesses Hate Change The Promise of Positive Feedback Loops and Runaway Runaway Can't Last Forever -- Nothing Does The Best Form of Runaway Is the Least Obvious The Evolution Alternative Chapter 2 What Every CEO Needs to Know About Evolution Competition Drives Change The Big Ideas What's a Meme? Memes Are Not the Same As Genes Periodicity in Memes Genes versus Memes Denying Evolution Doesn't Make It Go Away Chapter 3 Fear and Zooming Four Reasons People Freeze in the Face of Change The First Barrier to Change: Committees The Second Barrier to Change: Critics Market Leaders Are Afraid of Failing Change Equals Death Why Change Management Doesn't Work The Way to Build an Organization That Can Embrace Change Is to Redefine Change Chapter 4 Do You Zoom? Start Zooming Before the Crisis Comes What About the Creative Corporation? Zoom First and Ask Questions Later Comparing Zooming to Re-engineering Avoid the Dragon, Don't Slay It Which Sort of Pain Are You Going to Feel? Chapter 5 Your Company Has mDNA The Vocabulary of Genes and Memes in Nature and at Work The Power of the Metaphor Why Evolution Works Companies Evolve Evolution from the Ground Up The Red Queen Goes to Work One Good Reason That CEOs Reject Evolution as an Alternative -- and Why They're Wrong CEOs Enjoy Picking Lottery Numbers Evolution at Wal-Mart Natural Selection and Artificial Selection Runaway Times Ten Is Incremental Change Enough? Chapter 6 Winning Strategies, Getting Unstuck and Sex Typing in France The Winning Strategy The Stuck Winning Strategy Competent People Embrace the Current Winning Strategy Piling On to the New Winning Strategy Extinction as a Way of Life Sexual Selection at Work Six Ways Companies Can Use Signaling Strategies Your Most Important Sex Is with Your Boss Embracing New mDNA Sex Is Important Artificially Selecting the mDNA in Your Company (aka Firing People) Choose Your Customers, Choose Your Future Chapter 7 Serfs, Farmers, Hunters and Wizards The Danger of Role Models Amazon Tweaks and Tests While Wal-Mart Struggles Wizards, Hunters, Farmers and Serfs The Life of a Serf Why Do Companies Hire Serfs? The End of the Serf Era Transforming Serfs into Farmers Let Some of the Serfs Work Somewhere Else Farmers Know How to Tweak Amazon Knows How to Farm QVC Outfarms Amazon Think Like a Waiter Hunters Don't Own Land AOL Knows How to Hunt Fast Feedback Loops for Hunters Plenty of Companies Have No Clue How to Hunt Choose Your Employees, Choose Your Future Wizards Invent In Defense of Slack Chapter 8 The Basic Building Block Is People It Starts and Ends with the Individual Changing Your Personal mDNA: Bad News from My Sister Find a Great Boss If You Want the Soup, Order the Soup Starting Down the Road to the Zooming Organization The Best Way to Stop Your Company from Zooming The Zooming Club A Quick Lesson in Avoiding the Acquisition Trap Chapter 9 Why It Works Now: Fast Feedback and Cheap Projects Fast Feedback Loops The Power of the Obligating Question Linux Is Cool -- But It's Not What You Think Technology and Fast Feedback Loops I'll Know It When I See It -- The Power of Prototypes A Prototyping Pitfall Data Is Not Information -- Keeping the Promise of IT Putting a Man on the Moon A Broken Feedback Loop Implementing Hotwash Plan for Success...and Plan for Failure Chapter 10 Tactics for Accelerating Evolution Cherish the Charrette Animals Evolve on a Regular Schedule Bring Back Model Years Alternate the Teams that Work on New Models Better Beats Perfect Slow Down Is Not the Opposite of Hurry Up What to Do If Your People Get Stuck One Thing Worth Stealing from the Supermarket The Eternal Web Page Everybody Brainstorms The Suggestion Box Is Not Dead Take the Dumpster Test Living with Broken Windows Let's Test It! Should There Be a Statute of Limitations on mDNA? Does Chaos Outside Mean Chaos Inside? Focus Is No Longer Sufficient Bringing It All Together: Decision Time at Environmental Defense The Über Strategy? The Important Questions Why? How do you respond to small, irrelevant changes? How many people have to say "yes" to a significant change? Do you have multiple projects in development that bet on conflicting sides of a possible outcome? Are you building the five elements of an evolving organization? Are you investing in techniques that encourage fast memetic evolution? What does someone need to do to get fired? Who are the three most powerful people standing between things that need to change and actual action by your company? What if you fired those people? What's your company's winning strategy? Is each manager required to have her staff spend a portion of their time on creating the future? Are you (personally) a serf, a farmer, a hunter or a wizard? What about the people you work with every day? If you quit your job today, could you get a decent job as a farmer or a hunter? If you could hire anyone in the world to help your company, who would it be? What's stopping you from hiring someone that good? If an omniscient wizard walked into your offices and described the future and told you what to do to prepare for it, would your company be able to change in response to his vision? How can your company dramatically lower the cost of launching a test? Are there five areas in your company that would benefit from fast feedback loops? Are you building all your systems around testing and ignorance? Are you hiding from the market? Have you ever tried sushi? If you could acquire another company's mDNA, whose would you choose? Why don't you do that? Are the economies of scale really as big as you think they are? Is this project going to benefit from the learning it creates? In what markets could your marketing efforts enter runaway? How much time does senior management spend with unhappy customers? What do you do with complaint letters? What are you measuring? Are you being selfish with your personal mDNA? Have you institutionalized the process of sharing what you learn? Are you focusing too much? Are you the first choice among job seekers who have the mDNA you seek? Are you the first choice among employers that have the winning strategy you seek? What do you need to do to become the first choice? Do you zoom? Glossary Author's Note More Acknowledgments Index
Contents Foreword, by Charles Darwin Introduction: More Than Survival The Paul Orfalea Story: A Process, Not a Plan Survival Is Not Enough: The Summary Chapter 1 Change Guillotine or Rack? Frantic at Work? Businesses That Don't Change Are in Danger Change Is the New Normal What Happens When the Jaguars Die? The Problem with Factories What's the Internet Got to Do with the Chaos? Successful Businesses Hate Change The Promise of Positive Feedback Loops and Runaway Runaway Can't Last Forever -- Nothing Does The Best Form of Runaway Is the Least Obvious The Evolution Alternative Chapter 2 What Every CEO Needs to Know About Evolution Competition Drives Change The Big Ideas What's a Meme? Memes Are Not the Same As Genes Periodicity in Memes Genes versus Memes Denying Evolution Doesn't Make It Go Away Chapter 3 Fear and Zooming Four Reasons People Freeze in the Face of Change The First Barrier to Change: Committees The Second Barrier to Change: Critics Market Leaders Are Afraid of Failing Change Equals Death Why Change Management Doesn't Work The Way to Build an Organization That Can Embrace Change Is to Redefine Change Chapter 4 Do You Zoom? Start Zooming Before the Crisis Comes What About the Creative Corporation? Zoom First and Ask Questions Later Comparing Zooming to Re-engineering Avoid the Dragon, Don't Slay It Which Sort of Pain Are You Going to Feel? Chapter 5 Your Company Has mDNA The Vocabulary of Genes and Memes in Nature and at Work The Power of the Metaphor Why Evolution Works Companies Evolve Evolution from the Ground Up The Red Queen Goes to Work One Good Reason That CEOs Reject Evolution as an Alternative -- and Why They're Wrong CEOs Enjoy Picking Lottery Numbers Evolution at Wal-Mart Natural Selection and Artificial Selection Runaway Times Ten Is Incremental Change Enough? Chapter 6 Winning Strategies, Getting Unstuck and Sex Typing in France The Winning Strategy The Stuck Winning Strategy Competent People Embrace the Current Winning Strategy Piling On to the New Winning Strategy Extinction as a Way of Life Sexual Selection at Work Six Ways Companies Can Use Signaling Strategies Your Most Important Sex Is with Your Boss Embracing New mDNA Sex Is Important Artificially Selecting the mDNA in Your Company (aka Firing People) Choose Your Customers, Choose Your Future Chapter 7 Serfs, Farmers, Hunters and Wizards The Danger of Role Models Amazon Tweaks and Tests While Wal-Mart Struggles Wizards, Hunters, Farmers and Serfs The Life of a Serf Why Do Companies Hire Serfs? The End of the Serf Era Transforming Serfs into Farmers Let Some of the Serfs Work Somewhere Else Farmers Know How to Tweak Amazon Knows How to Farm QVC Outfarms Amazon Think Like a Waiter Hunters Don't Own Land AOL Knows How to Hunt Fast Feedback Loops for Hunters Plenty of Companies Have No Clue How to Hunt Choose Your Employees, Choose Your Future Wizards Invent In Defense of Slack Chapter 8 The Basic Building Block Is People It Starts and Ends with the Individual Changing Your Personal mDNA: Bad News from My Sister Find a Great Boss If You Want the Soup, Order the Soup Starting Down the Road to the Zooming Organization The Best Way to Stop Your Company from Zooming The Zooming Club A Quick Lesson in Avoiding the Acquisition Trap Chapter 9 Why It Works Now: Fast Feedback and Cheap Projects Fast Feedback Loops The Power of the Obligating Question Linux Is Cool -- But It's Not What You Think Technology and Fast Feedback Loops I'll Know It When I See It -- The Power of Prototypes A Prototyping Pitfall Data Is Not Information -- Keeping the Promise of IT Putting a Man on the Moon A Broken Feedback Loop Implementing Hotwash Plan for Success...and Plan for Failure Chapter 10 Tactics for Accelerating Evolution Cherish the Charrette Animals Evolve on a Regular Schedule Bring Back Model Years Alternate the Teams that Work on New Models Better Beats Perfect Slow Down Is Not the Opposite of Hurry Up What to Do If Your People Get Stuck One Thing Worth Stealing from the Supermarket The Eternal Web Page Everybody Brainstorms The Suggestion Box Is Not Dead Take the Dumpster Test Living with Broken Windows Let's Test It! Should There Be a Statute of Limitations on mDNA? Does Chaos Outside Mean Chaos Inside? Focus Is No Longer Sufficient Bringing It All Together: Decision Time at Environmental Defense The Über Strategy? The Important Questions Why? How do you respond to small, irrelevant changes? How many people have to say "yes" to a significant change? Do you have multiple projects in development that bet on conflicting sides of a possible outcome? Are you building the five elements of an evolving organization? Are you investing in techniques that encourage fast memetic evolution? What does someone need to do to get fired? Who are the three most powerful people standing between things that need to change and actual action by your company? What if you fired those people? What's your company's winning strategy? Is each manager required to have her staff spend a portion of their time on creating the future? Are you (personally) a serf, a farmer, a hunter or a wizard? What about the people you work with every day? If you quit your job today, could you get a decent job as a farmer or a hunter? If you could hire anyone in the world to help your company, who would it be? What's stopping you from hiring someone that good? If an omniscient wizard walked into your offices and described the future and told you what to do to prepare for it, would your company be able to change in response to his vision? How can your company dramatically lower the cost of launching a test? Are there five areas in your company that would benefit from fast feedback loops? Are you building all your systems around testing and ignorance? Are you hiding from the market? Have you ever tried sushi? If you could acquire another company's mDNA, whose would you choose? Why don't you do that? Are the economies of scale really as big as you think they are? Is this project going to benefit from the learning it creates? In what markets could your marketing efforts enter runaway? How much time does senior management spend with unhappy customers? What do you do with complaint letters? What are you measuring? Are you being selfish with your personal mDNA? Have you institutionalized the process of sharing what you learn? Are you focusing too much? Are you the first choice among job seekers who have the mDNA you seek? Are you the first choice among employers that have the winning strategy you seek? What do you need to do to become the first choice? Do you zoom? Glossary Author's Note More Acknowledgments Index
Es gelten unsere Allgemeinen Geschäftsbedingungen: www.buecher.de/agb
Impressum
www.buecher.de ist ein Shop der buecher.de GmbH & Co. KG Bürgermeister-Wegele-Str. 12, 86167 Augsburg Amtsgericht Augsburg HRA 13309
