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Survival Is Not Enough Why Smart Companies Abandon Worry and Embrace Change

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Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

01.12.2002

Verlag

Simon & Schuster N.Y.

Seitenzahl

288

Maße (L/B/H)

21,6/14/1,8 cm

Gewicht

305 g

Sprache

Englisch

ISBN

978-0-7432-3338-5

Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

01.12.2002

Verlag

Simon & Schuster N.Y.

Seitenzahl

288

Maße (L/B/H)

21,6/14/1,8 cm

Gewicht

305 g

Sprache

Englisch

ISBN

978-0-7432-3338-5

Herstelleradresse

Libri GmbH
Europaallee 1
36244 Bad Hersfeld
DE

Email: gpsr@libri.de

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  • Produktbild: Survival Is Not Enough
  • 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