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Staying power six enduring principles for managing strategy and innovation in an uncertain world (lessons from Microsoft, Apple, Intel, Google, Toyota and more) / by Michael A. Cusumano.

By: Material type: TextTextSeries: Publication details: Oxford ; New York : Oxford University Press, (c)2010.Description: 1 online resource (xix, 367 pages) : illustrationsContent type:
  • text
Media type:
  • computer
Carrier type:
  • online resource
ISBN:
  • 9780191641398
Other title:
  • Six enduring principles for managing strategy and innovation in an uncertain world
Subject(s): Genre/Form: LOC classification:
  • HD30 .S739 2010
Online resources: Available additional physical forms:
Contents:
1. Platforms, not Just Products -- 2. Services, not Just Products (or Platforms) -- 3. Capabilities, not Just Strategy -- 4. Pull, Don't Push -- 5. Scope, not Just Scale -- 6. Flexibility, not Just Efficiency -- Conclusion: The Power of Ideas -- for Practice and Research.
Subject: Business news tends to focus on the travails of a handful of giants: Apple's iPad, the Toyota recall, the controversy over Google's book-digitization program. Whatever the day's headlines, though, most of these firms have been there before--up and down, written off and overpraised--yet they endured and triumphed. What is their secret? What is it that has lifted them to preeminence and allowed them to come out of each crisis stronger than before? In Staying Power, Michael A. Cusumano provides the answers. A bestselling business author and leading scholar, Cusumano has spent a quarter of a century studying the world's most successful companies--many of them from the inside, by serving as an advisor to more than one hundred firms. He identifies six critical principles that have driven the success of today's foremost companies, including Google, Intel, Apple, JVC, Toyota, and Microsoft. He argues that companies today must develop distinctive organizational capabilities, not just business strategies; focus on platforms and services, not just products; pull information from the market, responding to real-time changes in demand and competitive conditions, and not just push products out; achieve economies of scope, not just scale, by creating efficiencies across all a firm's activities; and acquire flexibility, in addition to efficiency, to quickly adapt to a volatile marketplace. Drawing on real-life examples, he illustrates how the best companies put these principles into practice, identifying precisely how these ideas have lead to concrete success time after time. --
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Item type Current library Collection Call number URL Status Date due Barcode
Online Book (LOGIN USING YOUR MY CIU LOGIN AND PASSWORD) Online Book (LOGIN USING YOUR MY CIU LOGIN AND PASSWORD) G. Allen Fleece Library ONLINE Non-fiction HD30.28 (Browse shelf(Opens below)) Link to resource Available ocn820009837

Includes bibliographies and index.

Introduction: The Six Enduring Principles -- 1. Platforms, not Just Products -- 2. Services, not Just Products (or Platforms) -- 3. Capabilities, not Just Strategy -- 4. Pull, Don't Push -- 5. Scope, not Just Scale -- 6. Flexibility, not Just Efficiency -- Conclusion: The Power of Ideas -- for Practice and Research.

Business news tends to focus on the travails of a handful of giants: Apple's iPad, the Toyota recall, the controversy over Google's book-digitization program. Whatever the day's headlines, though, most of these firms have been there before--up and down, written off and overpraised--yet they endured and triumphed. What is their secret? What is it that has lifted them to preeminence and allowed them to come out of each crisis stronger than before? In Staying Power, Michael A. Cusumano provides the answers. A bestselling business author and leading scholar, Cusumano has spent a quarter of a century studying the world's most successful companies--many of them from the inside, by serving as an advisor to more than one hundred firms. He identifies six critical principles that have driven the success of today's foremost companies, including Google, Intel, Apple, JVC, Toyota, and Microsoft. He argues that companies today must develop distinctive organizational capabilities, not just business strategies; focus on platforms and services, not just products; pull information from the market, responding to real-time changes in demand and competitive conditions, and not just push products out; achieve economies of scope, not just scale, by creating efficiencies across all a firm's activities; and acquire flexibility, in addition to efficiency, to quickly adapt to a volatile marketplace. Drawing on real-life examples, he illustrates how the best companies put these principles into practice, identifying precisely how these ideas have lead to concrete success time after time. --

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