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Produktbild: Survival Is Not Enough

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

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Beschreibung

Produktdetails

Format

ePUB

Kopierschutz

Ja

Family Sharing

Ja

Text-to-Speech

Ja

Erscheinungsdatum

24.11.2009

Verlag

Simon + Schuster LLC

Seitenzahl

288 (Printausgabe)

Dateigröße

2018 KB

Sprache

Englisch

EAN

9781439188842

Beschreibung

Produktdetails

Format

ePUB

eBooks im ePUB-Format erlauben eine dynamische Anpassung des Inhalts an die jeweilige Display-Größe des Lesegeräts. Das Format eignet sich daher besonders für das Lesen auf mobilen Geräten, wie z.B. Ihrem tolino, Tablets oder Smartphones.

Kopierschutz

Ja

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Family Sharing

Ja

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Text-to-Speech

Ja

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Barrierefreiheit
  • keine Vorlesefunktionen des Lesesystems deaktiviert

Erscheinungsdatum

24.11.2009

Verlag

Simon + Schuster LLC

Seitenzahl

288 (Printausgabe)

Dateigröße

2018 KB

Sprache

Englisch

EAN

9781439188842

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  • Produktbild: Survival Is Not Enough
  • ContentsForeword, by Charles DarwinIntroduction: More Than SurvivalThe Paul Orfalea Story: A Process, Not a PlanSurvival Is Not Enough: The SummaryChapter 1 ChangeGuillotine or Rack?Frantic at Work?Businesses That Don't Change Are in DangerChange Is the New NormalWhat Happens When the Jaguars Die?The Problem with FactoriesWhat's the Internet Got to Do with the Chaos?Successful Businesses Hate ChangeThe Promise of Positive Feedback Loops and RunawayRunaway Can't Last Forever -- Nothing DoesThe Best Form of Runaway Is the Least ObviousThe Evolution AlternativeChapter 2 What Every CEO Needs to Know About EvolutionCompetition Drives ChangeThe Big IdeasWhat's a Meme?Memes Are Not the Same As GenesPeriodicity in MemesGenes versus MemesDenying Evolution Doesn't Make It Go AwayChapter 3 Fear and ZoomingFour Reasons People Freeze in the Face of ChangeThe First Barrier to Change: CommitteesThe Second Barrier to Change: CriticsMarket Leaders Are Afraid of FailingChange Equals DeathWhy Change Management Doesn't WorkThe Way to Build an Organization That Can Embrace Change Is to Redefine ChangeChapter 4 Do You Zoom?Start Zooming Before the Crisis ComesWhat About the Creative Corporation?Zoom First and Ask Questions LaterComparing Zooming to Re-engineeringAvoid the Dragon, Don't Slay ItWhich Sort of Pain Are You Going to Feel?Chapter 5 Your Company Has mDNAThe Vocabulary of Genes and Memes in Nature and at WorkThe Power of the MetaphorWhy Evolution WorksCompanies EvolveEvolution from the Ground UpThe Red Queen Goes to WorkOne Good Reason That CEOs Reject Evolution as an Alternative -- and Why They're WrongCEOs Enjoy Picking Lottery NumbersEvolution at Wal-MartNatural Selection and Artificial SelectionRunaway Times TenIs Incremental Change Enough?Chapter 6 Winning Strategies, Getting Unstuck and SexTyping in FranceThe Winning StrategyThe Stuck Winning StrategyCompetent People Embrace the Current Winning StrategyPiling On to the New Winning StrategyExtinction as a Way of LifeSexual Selection at WorkSix Ways Companies Can Use Signaling StrategiesYour Most Important Sex Is with Your BossEmbracing New mDNASex Is ImportantArtificially Selecting the mDNA in Your Company (aka Firing People)Choose Your Customers, Choose Your FutureChapter 7 Serfs, Farmers, Hunters and WizardsThe Danger of Role ModelsAmazon Tweaks and Tests While Wal-Mart StrugglesWizards, Hunters, Farmers and SerfsThe Life of a SerfWhy Do Companies Hire Serfs?The End of the Serf EraTransforming Serfs into FarmersLet Some of the Serfs Work Somewhere ElseFarmers Know How to TweakAmazon Knows How to FarmQVC Outfarms AmazonThink Like a WaiterHunters Don't Own LandAOL Knows How to HuntFast Feedback Loops for HuntersPlenty of Companies Have No Clue How to HuntChoose Your Employees, Choose Your FutureWizards InventIn Defense of SlackChapter 8 The Basic Building Block Is PeopleIt Starts and Ends with the IndividualChanging Your Personal mDNA: Bad News from My SisterFind a Great BossIf You Want the Soup, Order the SoupStarting Down the Road to the Zooming OrganizationThe Best Way to Stop Your Company from ZoomingThe Zooming ClubA Quick Lesson in Avoiding the Acquisition TrapChapter 9 Why It Works Now: Fast Feedback and Cheap ProjectsFast Feedback LoopsThe Power of the Obligating QuestionLinux Is Cool -- But It's Not What You ThinkTechnology and Fast Feedback LoopsI'll Know It When I See It -- The Power of PrototypesA Prototyping PitfallData Is Not Information -- Keeping the Promise of ITPutting a Man on the MoonA Broken Feedback LoopImplementing HotwashPlan for Success...and Plan for FailureChapter 10 Tactics for Accelerating EvolutionCherish the CharretteAnimals Evolve on a Regular ScheduleBring Back Model YearsAlternate the Teams that Work on New ModelsBetter Beats PerfectSlow Down Is Not the Opposite of Hurry UpWhat to Do If Your People Get StuckOne Thing Worth Stealing from the SupermarketThe Eternal Web PageEverybody BrainstormsThe Suggestion Box Is Not DeadTake the Dumpster TestLiving with Broken WindowsLet's Test It!Should There Be a Statute of Limitations on mDNA?Does Chaos Outside Mean Chaos Inside?Focus Is No Longer SufficientBringing It All Together: Decision Time at Environmental DefenseThe Über Strategy?The Important QuestionsWhy?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?GlossaryAuthor's NoteMoreAcknowledgmentsIndex