Thriving on Chaos: Handbook for a Management RevolutionThe national bestseller that offers prescriptions for an economic world turned upside down. A New York Times bestseller for eleven months. |
From inside the book
Page 34
... staff second- guessers , more local authority to introduce and price products ) ▸ oriented toward differentiation , producing high value - added goods and services , creating niche markets ▻ quality - conscious ‣ service - conscious ...
... staff second- guessers , more local authority to introduce and price products ) ▸ oriented toward differentiation , producing high value - added goods and services , creating niche markets ▻ quality - conscious ‣ service - conscious ...
Page 39
... staff our plants with robots are not working . We are still churning businesses , via merger and divestiture , in hopes of obtaining some ideal portfolio , fit for the future . There is none . No industry is safe . There is no such ...
... staff our plants with robots are not working . We are still churning businesses , via merger and divestiture , in hopes of obtaining some ideal portfolio , fit for the future . There is none . No industry is safe . There is no such ...
Page 53
... rather than turf guardians Leader as lover of change and preacher of vision and shared values , strategy development radically bottom - up , all staff functions support the line rather than vice versa 53 USING THE PRESCRIPTIONS /
... rather than turf guardians Leader as lover of change and preacher of vision and shared values , strategy development radically bottom - up , all staff functions support the line rather than vice versa 53 USING THE PRESCRIPTIONS /
Page 54
... staff as cop Control Must Become Information use and direct customer / supplier linkups as a strategic weapon managed by the line , decentralization of MIS a must Decentralized , most finance people to the field as " business team ...
... staff as cop Control Must Become Information use and direct customer / supplier linkups as a strategic weapon managed by the line , decentralization of MIS a must Decentralized , most finance people to the field as " business team ...
Contents
Achieving Flexibility by Empowering People | 339 |
Involve Everyone in Everything | 341 |
A New View of Leadership at All Levels | 467 |
Building Systems for a World Turned Upside Down | 579 |
Measure Whats Important | 581 |
Strategic Planning | 609 |
Set Conservative Goals | 619 |
Demand Total Integrity | 627 |
Second Thoughts | 635 |
Appendix | 655 |
Acknowledgments | 667 |
Notes | 671 |
Index | 685 |
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Common terms and phrases
achieve American average become boss champions Chaparral competitive competitors corporate cost create distribution distributors Domino's Pizza emphasis employees engineers executive experience factory failure fast Federal Express firm's firms flexibility Ford Frito-Lay functions Hewlett-Packard idea important incentive industry innovation instance involvement Japan Japanese listening look machine major manufacturing McKesson measurement meeting ment Milliken million Nordstrom operations opportunity organization percent plant prescriptions problem Procter & Gamble product or service profitable quality improvement Regis McKenna responsiveness retailing revolution Roger Milliken salesperson sector semiconductor ServiceMaster skills small starts Soichiro Honda staff Stew Leonard's strategy success supervisors suppliers talk Tennant things tion turn U.S. Steel uniqueness United value-added vision word-of-mouth workers Worthington Worthington Industries