| 商家名称 | 信用等级 | 购买信息 | 订购本书 |
 |
 |
Dealing with Darwin: How Great Companies Innovate at Every Phase of Their Evolution |  |
 |
|
Dealing with Darwin: How Great Companies Innovate at Every Phase of Their Evolution | |
Deregulation, globalization, and e-commerce are exerting unprecedented pressures on company profits. In this new economic ecosystem, companies must dramatically differentiate from their direct competitors—or risk declining performance and eventual extinction. But how do companies choose the right innovation strategy? Or overcome internal inertia that resists the kind of radical commitments needed to truly set the company’s offers apart?
Illustrating his arguments with more than one hundred examples and a full-length case study based on his unprecedented access to Cisco Systems, Moore shows businesses how to meet today’s Darwinian challenges, whether they’re producing commodity products or customized services. For companies whose competitive differentiation to the marketplace is still effective, he demonstrates how innovations in execution can help boost productivity, whether a company is competing in a growth market, a mature market, or even a declining market. For companies in danger of succumbing to competitive pressures, he shows how to overcome inertia by engaging the entire corporate community in an unceasing commitment to innovate and evolve.
For any business competing in today’s eat-or-be-eaten economic jungle, this groundbreaking guide shows not only how to survive, but also thrive.
网友对Dealing with Darwin: How Great Companies Innovate at Every Phase of Their Evolution的评论
This book was recommended by a peer of mine. I found it to be an interesting approach towards sustained product development and budgeting around innovation. I didn't agree with all the author's suggestions, but I did like to have my own ideas challenged. I like how it prompted me to look at how I've structured my own organizations. It has certainly provided me with new insights that I continue to leverage in my work.
One nit is that the examples and anecdotes in the book, while true to the author's experience, seem a bit dated and narrow now. It would be good to get an update to this book in light of some of the recent thinking around innovative organizational design.
Also, like many a business book, this book's central theme could be grasped in a 45 minute presentation. The central argument feels a bit drawn out, and the messages are a bit repetitious.
Dealing with Darwin by Geoffrey Moore
This book is the third in a series of Crossing the Chasm, and Inside the Tornado. To start this author down right fascinates me with this ability to pick tremendous management concepts and explain them to great effect; I also very much envy his simple and persuasive writing style, I guess that is a result of his Ph.D in English. In this book he presents four models and presents them with strong arguments and illustrative examples of real companies. Being a Ph.D in business I very much believe that these models should be taught in every Corporate strategy course to MBA, and be the base of every Product Development class. In all this is a gem of a book and a recommend reading for any top executive and top innovation strategist!
The first concept presented is the Complex-System vs. Volume Operations Models. Here he basically says that best practices for say Wal-Mart are not compatible with say Cisco, because they both fundamentally do business in different ways. Wal-Mart, Dell, British-Petroleum, and others are considered volume operation because they make money of the small margin over a large volume of sales and are organized to do such; where as, complex-system companies, IBM, Cisco, McKinsey, and the countless other consulting, and integration companies, make high margins on a low number of sales and are organized to do so. The two are mutually excusive and getting stuck in the middle is a horrible position.
The second concept is that of the Category-Maturity model and takes the crossing the chasm model, and Tornado model and ads on to the life-cycle for mature and declining markets. This understanding is very valuable for investors and business men, because the position in the maturity has more to do with the company strategy than the board of executives often chooses to admit. All managers should understand this fundamental model!
The third concept is the fifteen innovation vectors which relate directly to the position in the maturity of the market. For example, if the market is highly mature, one should concentrate on process innovation and value-engineering to help reduce costs. This understanding of innovation is invaluable; once you understand this framework you can step back and really focus your company's innovation efforts on one or two main directives to great effect!
Finally, the last concept is that of the core-context model, which really tell you that resource allocation should be done not as a function of last years operating budgets but instead be done with a deep understanding of what markets and products are 1) mission critical or non-mission critical and which are 2) core to future success or context (supporting) of success. They use this simple understanding to create a valuable four quadrant model of Invent, Deploy, Optimize, and Offload which explains in great detail how to manage your product portfolio and market strategy. Again, I highly recommend this book!
Cheers
Dr. Brian Glassman
Ph.D in Innovation Management and Management from Purdue University
[...]
Dealing with Darwin is one of the best tech marketing books I have read in the 21st century, because it provides a much-needed framework for one of the most important endeavors a company undertakes - Innovation. Finally, there's a blueprint for innovation that can be used to evaluate various product proposals and create an effective innovation strategy and roadmap.
I especially liked the Complex Systems vs. Volume Operations model, which properly frames how to evaluate whole products required by customers, and the value chains required to create those whole products.
In 2006 I wanted to understand better the strategy of Cisco toward the channel. A good friend of mine suggested to buy the book of Geoffrey A. Moore: dealing with Darwin.
The book went well over my expectancy. Not only described how Cisco was organized (and that description is still a very good base to understand the current Cisco's strategy) but he offered me a complete and powerful method to analyze the innovation process and how brilliant companies (including Cisco, of course), manage it.
Since that moment I used his analysis method to understand the strategy of ICT Companies, the vendors that I had to introduce when I was covering the position of product manager and to evaluate the strategy of Companies that I have worked for. I suggest to any professional and manager in the ICT channel to seriously look at this book.
While global markets continue to commoditize both products and services, continuous innovation is the only real response. The book shows technology management "how to" grow innovation, how to look at your competition for competitive advantage and how to innovate in a growing market as well as in a mature or declining market. It's all about competitive advantage in a world of commoditization. I see this in my business as well when companies try to commoditize the executive search business. This book shows you how to gain a competitive advantage and increase your "core" substantially.
Gary Perman
Pres. Permantech
[...].
gary@permantech.com
喜欢Dealing with Darwin: How Great Companies Innovate at Every Phase of Their Evolution请与您的朋友分享,由于版权原因，读书人网不提供图书下载服务
