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 72
... strategy , it obviously requires thoughtfulness . That said , however , the plain fact is that nine out of ten executives underestimate their ability to differentiate . Who would have ever thought that Milliken could charge a premium ...
... strategy , it obviously requires thoughtfulness . That said , however , the plain fact is that nine out of ten executives underestimate their ability to differentiate . Who would have ever thought that Milliken could charge a premium ...
Page 73
... strategy reminiscent of the Ford of old , emphasizing volume and cloning all its models to look alike , while it is Ford that has regained its touch through distinctive styling ( e.g. , the Taurus ) and features ( e.g. , turbos ) , and ...
... strategy reminiscent of the Ford of old , emphasizing volume and cloning all its models to look alike , while it is Ford that has regained its touch through distinctive styling ( e.g. , the Taurus ) and features ( e.g. , turbos ) , and ...
Page 75
... strategy for the long haul becomes differentiation - via service , quality , and variety . The first Henry Ford at Ford , People Express's Don Burr , and MCI's Bill McGowan deserve the accolades that have been heaped upon them . But the ...
... strategy for the long haul becomes differentiation - via service , quality , and variety . The first Henry Ford at Ford , People Express's Don Burr , and MCI's Bill McGowan deserve the accolades that have been heaped upon them . But the ...
Page 76
... strategy that so many " commodity " manufacturers use ; they offer a vast array of tax - reducing holidays and gimmicks . The danger is that they get trapped , as do their industrial counterparts , in a downward spiral : price is their ...
... strategy that so many " commodity " manufacturers use ; they offer a vast array of tax - reducing holidays and gimmicks . The danger is that they get trapped , as do their industrial counterparts , in a downward spiral : price is their ...
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