As we move into an era of simultaneous innovation and commoditization, enabled by digital technologies, managers around the world are asking themselves qhow can we both adapt to rapid changes in technology and markets, and still make enough money to survive - and thrive?q To provide answers to these important and urgent questions, MIT Sloan School of Management Professor Michael Cusumano draws on nearly 30 years of research into the practices of global corporations that have been acknowledged leaders and benchmark setters - and Microsoft, Apple, Intel, Google, and others in software, internet services, and consumer electronics, and Toyota in manufacturing. If we look deeply enough, he contends, we can see the ideas that underpin the management practices that make for great companies, and drive their strategic evolution and innovation capabilities. From his deep knowledge of these organizations, Cusumano distils six enduring principles that he believes have been - in various combinations - crucial to their strategy, innovation management practices, and ability to deal with change and uncertainty. The first two principles - platforms (not just products), and services, for product firms - are relatively new and broader ways of thinking about strategy and business models, based on Cusumano's latest research. The other four - capabilities (not just strategy), the qpullq concept, economies of scope, and flexibility (not just efficiency) - all contribute to agility, which is a mix of flexibility and speed. Some practices associated with these ideas, such as dynamic capabilities, just-in-time production, iterative or prototype-driven product development, flexible design and manufacturing, modular architectures, and component reuse, are now commonly regarded as standard best practices. They are also essential to a new world dominated by platforms and technology-enabled services.Ford had a major recall in the 19705 with the Ford Pinto, which had a gas tank directly behind a small bumper and tended to ... Ford had a more massive recall in 2000 of some thirteen million faulty tires made by Firestone and fitted on its Explorer SUVs, reportedly resulting in over 250 ... mobile devices, Internet services) as well as slow to fix quality and security problems in its flagship Windows platform.
|Title||:||Staying Power: Six Enduring Principles for Managing Strategy and Innovation in an Uncertain World (Lessons from Microsoft, Apple, Intel, Google, Toyota and More)|
|Author||:||Michael A. Cusumano|
|Publisher||:||OUP Oxford - 2010-09-16|