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Spider’s Strategy, The: Creating Networks to Avert Crisis, Create Change, and Really Get Ahead

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Spider’s Strategy, The: Creating Networks to Avert Crisis, Create Change, and Really Get Ahead


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Build tomorrow's great networked company: four powerful design principles, and practical techniques need to implement.

  • How to anticipate change and avoid crises by implementing 'sense and response' into your key business processes.
  • How to become the trusted, preferred partner for your customers and suppliers and use that position to discover and leverage powerful new opportunities.
  • How to use shared knowledge and information technology to drive decisive action and improve business agility.
  • Description

    • Copyright 2009
    • Dimensions: 6x9
    • Pages: 256
    • Edition: 1st
    • Book
    • ISBN-10: 0-13-712665-4
    • ISBN-13: 978-0-13-712665-1
    • eBook (Adobe DRM)
    • ISBN-10: 0-13-714811-9
    • ISBN-13: 978-0-13-714811-0

    To thrive in a world where networks of companies increasingly compete with other networks, managers can no longer focus solely on excellence in planning and execution. In The Spider’s Strategy, top business consultant Amit S. Mukherjee provides the tools you need to sense and respond to unexpected events. He shows why and how managers in your company must apply four powerful “Design Principles” today:

    • Change everyday work practices by embedding “sense and response” within your normal plan-and-execute processes.
    • Promote collaboration across partner companies by establishing practical mechanisms that make “win-win” a basis for action not an empty slogan.
    • Ensure that work really teaches by assuring the culture, processes, and organizational structure to improve your company’s ability to learn.
    • Implement those key technological capabilities that allow the network to function seamlessly.

    The heart of this book includes proven implementation advice based on conversations with successful innovators at HP, Nokia, and beyond. Mukherjee offers new insight into everything from work practices to culture and corporate organization and shows how to overcome even the most stubborn obstacles to effective collaboration amongst partners.


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    Table of Contents

    Acknowledgments xiii

    About the Author x

    Part I: Why Change?

    Chapter 1: The Fire That Changed an Industry 3

    Chapter 2: Shadows of the Past 17

    Chapter 3: Visions from the Present 45

    Part II: Design Principles for Adaptive Capabilities

    Chapter 4: Transform Everyday Work 69

    Chapter 5: Succeed in a Dog-Eat-Dog World 97

    Chapter 6: Ensure That Work Teaches 131

    Chapter 7: Make Technology Matter 163

    Part III: Going Adaptive

    Chapter 8: Create the Organization 197

    Chapter 9: Introduce Change Holographically 209

    Epilogue: Two Views of a Company 225

    Index 229

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