Descripciones mejoradas de Syndetics:

The fault line--that dangerous, unstable seam in the economy where the Internet and other powerful innovations meet and create market-shattering tremors. Every company lives on it; no manager can control it. Everyone must learn to deal with it.

Now, Geoffrey Moore, author of Crossing the Chasm and Inside the Tornado, two bestselling works that helped guide the high-tech revolution, explores the new management paradigms that will guide businesses in the twenty-first century, showing them how to survive and thrive on the fault line.

In this long-awaited new book, Moore turns his attention to the most important question for businesses: How can companies that rose to prominence prior to the age of the Internet manage for shareholder value now that the Internet is upon us?

The old management truths are dead. Business models that worked admirably until the last decade of the twentieth century must be replaced. The dotcoms are invading every sector of commerce, overturning established relationships, reengineering markets, attacking long-established price points, and disintermediating longstanding institutions.

What should management do when it is under direct assault from companies no one ever heard of even a few years ago?

In a book that will reset the management agenda in the age of the Internet, Moore shows why sensitivity to stock price is the single most important lever for managing in the future, both as a leading indicator of shifts in competitive advantage and as an employee motivator for making necessary changes in organizations heretofore impervious to change. He prescribes a new agenda for management teams that includes

New strategies for achieving and sustaining competitive advantage New metrics to keep management teams on course with these strategies A specific blueprint for how the blue-chip companies can meet the challenge of the dotcoms Models of organizational change for each stage of market development The crucial role of declaring a culture inenabling swift response to global change

Today practically every company, whether inside the high-tech sector or not, is living on the fault line. By synthesizing his groundbreaking earlier work on the dynamics of technology-based markets with a new focus on managing publicly held corporations for shareholder value, Geoffrey Moore provides a highly prescriptive guide for any company struggling to manage the disruptive forces of the new economy.

In Crossing the Chasm and Inside the Tornado, Moore created a new language for navigating the technology adoption life cycle. In Living on the Fault Line, he once again offers a brilliant set of navigational tools to help meet today's defining management challenge-managing for shareholder value in the age of the Internet.

Tabla de contenidos provista por Syndetics

• Acknowledgements
• Introduction
• The Age Of The Internet
• Shareholder Value
• Competitive Advantage
• Living On The Fault Line
• Triage
• Building To Last
• Epilogue
• Index

Reseñas proporcionadas por Syndetics

Publishers Weekly Review

Readers looking for "how to" advice, specific examples or more than introductory thinking about how to use a company's stock price as a management lever are bound to come away from this uninspired book disappointed. A consultant and venture capitalist, Moore (Crossing the Chasm; Inside the Tornado) begins by explaining why companies must focus on what they do best-but the concept of "core competencies" has been around for almost a decade. He then goes on to say shareholders reward firms that have a clear competitive advantage in the marketplace. But that idea's probably been around as long as stock markets themselves. The key to gaining that advantage today, Moore argues, is embracing the right technology. Only how can you tell which is the right one? Clearly, Sony thought it was on the right track when it created Beta, only to lose out to the VHS technology that governs most VCRs today, and the thousands of failed software companies dotting Silicon Valley must have thought they were on the right path when they opened their doors. What do all the failures have in common? Moore provides little in the way of answers. He concludes, again as others have before, by suggesting that companies must change their management styles as their core technology matures. But the point would be more telling if he had provided detailed examples of firms that have done that well and those that haven't. Only readers looking for an initial grounding in this area need apply. 6-city author tour; 15-city NPR radio campaign. (June) (c) Copyright PWxyz, LLC. All rights reserved

Booklist Review

Moore sets out to answer the question, What should a public company that rose to prominence prior to the age of the Internet know and do about its stock price now that the Internet is upon us? His book comprises six chapters on such topics as companies whose competitive advantages are weakening and hence need to rethink their core focus (any activity that could raise the stock price). He also reviews the nature of shareholder value, contending that the stock price is an indirect measure of competitive advantage, and he explains the notion of competitive advantage in technology-enhanced markets. We learn that competitive advantage strategy has to change more frequently and dramatically than many organizations are willing to do, and in conclusion Moore presents four cultural solutions for the New Economy. This blatant infomercial isn't disguised by the author, a consultant, who actually states that the six chapters are material for a sequence of executive workshops, which, one can assume, he will offer to conduct. --Mary Whaley