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
... instance ) , ( 2 ) underscores the tie to ancient Japan and craftsman- ship , and ( 3 ) " sells " the emphasis on details as Mazda's principal com- petitive strength . Now GM has tried a similar tack , using the lead line " No one ...
... instance ) , ( 2 ) underscores the tie to ancient Japan and craftsman- ship , and ( 3 ) " sells " the emphasis on details as Mazda's principal com- petitive strength . Now GM has tried a similar tack , using the lead line " No one ...
Page 41
... instance ) . Portable pensions and other dislocation - ameliorating housing and health - care programs will be re- quired as well . 3. Stop the mindless offshore job drift . The loss of jobs per se may be less significant than the loss ...
... instance ) . Portable pensions and other dislocation - ameliorating housing and health - care programs will be re- quired as well . 3. Stop the mindless offshore job drift . The loss of jobs per se may be less significant than the loss ...
Page 45
... instance , the first " customer " prescription demands a radical shift of the firm's entire portfolio toward highly differentiated products , delivered via a strategy aimed at creating niche markets . It is my advice for bankers ...
... instance , the first " customer " prescription demands a radical shift of the firm's entire portfolio toward highly differentiated products , delivered via a strategy aimed at creating niche markets . It is my advice for bankers ...
Page 46
... instance , the twenty - five people , leadership , and systems prescriptions all exist solely to speed the customer and innova- tion goals established in the customer and innovation sections . The bad news : You can't do it all at once ...
... instance , the twenty - five people , leadership , and systems prescriptions all exist solely to speed the customer and innova- tion goals established in the customer and innovation sections . The bad news : You can't do it all at once ...
Page 51
... instance , that some small competitors were already beating my " bold goal " suggestion ) . Such non - incremental goals , which will require you to " zero base " the business and seek completely new ways of organ- izing everything from ...
... instance , that some small competitors were already beating my " bold goal " suggestion ) . Such non - incremental goals , which will require you to " zero base " the business and seek completely new ways of organ- izing everything from ...
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