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. |
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Page 20
... competitors , and the changing markets just de- scribed that are all currently pushing toward the predominance of smaller enterprises or business units . They argue , and my own observa- tions coincide with theirs , that the highly ...
... competitors , and the changing markets just de- scribed that are all currently pushing toward the predominance of smaller enterprises or business units . They argue , and my own observa- tions coincide with theirs , that the highly ...
Page 24
... these markets , where the small firm can be more attentive and responsive to selected customer groups . These new competitors , unburdened by massive prior investments and free of the heavy 24 / A WORLD TURNED UPSIDE DOWN.
... these markets , where the small firm can be more attentive and responsive to selected customer groups . These new competitors , unburdened by massive prior investments and free of the heavy 24 / A WORLD TURNED UPSIDE DOWN.
Page 25
... competitor must therefore focus increasingly on the upper end , where transaction size and gross profitability are still large enough to cover its costs . Over time , many large corporations must yield large segments of what had earlier ...
... competitor must therefore focus increasingly on the upper end , where transaction size and gross profitability are still large enough to cover its costs . Over time , many large corporations must yield large segments of what had earlier ...
Page 28
... COMPETITOR Uniformity has given way to broader choices . . . . Mass markets have splintered . Size has lost its significance as it becomes increas- ingly clear that a company's rank in the Fortune 500 is of limited importance . Martin ...
... COMPETITOR Uniformity has given way to broader choices . . . . Mass markets have splintered . Size has lost its significance as it becomes increas- ingly clear that a company's rank in the Fortune 500 is of limited importance . Martin ...
Page 29
... competitors . In chemicals , big firms are writing off billions of dollars in assets in basic commodity chemicals aimed at undifferentiated markets ; they are racing , instead , into what the industry calls " downstream " ( closer to ...
... competitors . In chemicals , big firms are writing off billions of dollars in assets in basic commodity chemicals aimed at undifferentiated markets ; they are racing , instead , into what the industry calls " downstream " ( closer to ...
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