Agile Competitors and Virtual Organizations: Strategies for Enriching the Customer
It is becoming clear today that most of the management truisms that have guided executives and business educators for two generations no longer work. This book, written by three internationally recognized authorities on global competitiveness, is designed to help any business - large or small - come to terms with change and develop effective, profit-centered strategies.
Clear, real-world examples are used to describe what it takes for companies and individuals to become "agile" - how they can thrive in a competitive environment of constant, unpredictable change.
The book is the product of the authors' extensive research in cooperation with industry and government leaders that resulted in the influential 1991 report, 21st Century Manufacturing Enterprise Strategy. This book presents an updated and expanded vision of agile competition, which promises to affect life in the 21st century as profoundly as mass production-based competition affected life in the 20th century. By focusing on practice rather than on theory, the book describes in detail how this new form of competition is rapidly differentiating winners from losers, not just in the U.S. but around the world.
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What Is Agility and Why Do We Need It?
The Emergence of a New Industrial Order
A Framework for Mastering Change
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ability accounting activities advantage agile competition basis become benefit Center Chapter communication company's competitors components concept continuous cooperation core competencies corporate cost create deal decisions Department direct distributed employees engineering enrichment enterprise environment equipment example expertise facilities force function goals Illustrates impact important improve increase individual industry initiative integration interactive internal knowledge levels manufacturing mass mass-production material means measure meet methods move objectives offer operations opportunities organizational percent performance personnel Phone physical plant possible problems products and services profit programs relationships requirements response result selling sharing skills solutions standards strategic structure success supplier teams Technology tion unit University virtual organization
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