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Heads Up: How to Anticipate Business Surprises and Seize Opportunities First | |||
Heads Up: How to Anticipate Business Surprises and Seize Opportunities First |
From "unexpected" earnings results to missed market opportunities to product launch disasters, we've come to accept uncertainty as an unavoidable fact of business life. But Kenneth G. McGee argues that even the worst business surprises rarely happen without warning-and that a few vital pieces of information can make all the difference in whether an event spells disaster, or opportunity.
In Heads Up, McGee explains that success is not about predicting the future, but about obtaining the right information at the right time to effectively understand the present. Based on exclusive research into recent business catastrophes-and drawing parallels to a range of nonbusiness disasters from 9/11 to the Challenger disaster-Heads Up outlines a four-step approach managers can use to identify which pieces of information merit real-time delivery, and, as important, which do not.
McGee provides a practical methodology-real-time opportunity detection-for monitoring, analyzing, and responding to that critical information in time to ward off negative surprises and jump on potential opportunities ahead of competitors.
Putting the power of informed decision-making in every manager's hands, Heads Up shows how a little knowledge can go a long way toward building a profitable real-time enterprise.
作者简介 Kenneth G. McGee is a Group Vice President and Research Fellow at Gartner Inc., a research and advisory firm that specializes in information technology and business growth.
专业书评 From Publishers Weekly
These days it seems like a company?s problems don?t surface until the CEO is led away in handcuffs. But according to this illuminating primer on the fashionable Real-Time Enterprise management model, "surprises" like parts shortages, earnings disappointments, business downturns and, yes, indictments are always preceded by ample warning signs. McGee, a vice-president with the consultant group Gartner, Inc., insists that with the right information technology and methods, companies can monitor in real time the crucial five percent of business data that will give them insight into both trouble spots and unrealized opportunities. Writing in stolid but readable prose supplemented with a plethora of charts, he presents a reasonably coherent conceptual framework for following the causal chain of business mishaps back to their sources, spotting the often obscure red flags that allow managers to respond in time to head off catastrophe, and focusing on the key performance and economic metrics to monitor. He illustrates these ideas with lucid post-mortems of a number of disasters in and out of the corporate world, as well as instructive examinations of how companies like General Motors have used real-time tracking to improve a variety of business functions, including inventory, production scheduling and sales. McGee is rather sanguine about the predictability of the world, and he too easily dismisses the danger that a flood of real-time business information could prompt executives to concentrate even more narrowly on the here and now and indulge in an orgy of micromanagement. But managers looking for ways to improve their understanding of the businesses they run will find much valuable information here.
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
目录
Introduction Section One: Ending Business Surprises Chapter OneTurning Business Disasters Into Opportunities Chapter Two Identifying and Justifying the Right Real Time Information Section Two: Real Time in the Real World Chapter Three Surprise Event: Missing the Warning Chapter Four Suspected Event: Reporting Too Late Chapter Five Surmounted Events: Getting it Right Section Three: From Real Time Opportunity Detection to the Real Time Enterprise Chapter Six Deploying Real Time Opportunity Detection Across the Enterprise Chapter Seven Solving the Challenges of Deploying Real Time Opportunity Chapter Eight The Future in a Real Time World Conclusion: The Time is Now
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