explains what's different about Web 2.0 and how those differences can improve the bottom line. new opportunities on today's Web. This book is about strategy rather than the technology itself.
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a few examples of strategic imagination:
It was naïve for Apple to think that it could make a better mobile phone from scratch – and that a simple phone could redesign the rotting mobile value chain - or so Nokia and Sony Ericsson thought.
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This is the definitive explanation of what is wrong with strategic planning in any form: it is grounded in the belief that tomorrow must be like yesterday.
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Nowadays, it is easier for social software to reach organizations in different ways because no firewall can stop it. To keep social software and its potential for knowledge sharing behind the firewall it is a contradiction.
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Designers or design firm alone cannot achieve this goal. They need to work together with strategy consultants (I mean real ones, many claim to be strategist because they have an MBA does NOT make one a strategist) that understand business economics, marke
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Global businesses increasingly appreciate how design and design thinking can provide them with high-level, strategic value and competitive advantage.
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Recessions present a good opportunity to collaborate with others on finding, developing, and marketing new ideas
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Google ging es von Anfang an um die Öffnung des Marktes - und dieses Ziel hat Google auch ohne Lizenz erreicht. Das Unternehmen hat die amerikanische Regulierungsbehörde FCC hart bedrängt, an den Erwerb der Lizenz Auflagen zu knüpfen
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good questions by bertrand, yet I dunno ... I doubt whether following the BSC path will lead you onto Enterprise 2.0
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describe a complex system in such a way that you ca move to a management approach which has some coherence. It is still in its early stages, but it is starting to inform the design of narrative databases and I have used it experimentally with success
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IT is today becoming even more strategically important as a foundation for rapid incremental business innovation than previously
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Luke W's notes from Roger Martin's talk - "Design Thinking: The Next Competitive Advantage"...
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made a big effort in the last year to ensure our intranet strategy is very closely aligned with BT’s overall business strategy. We looked at the work in this area of the Intranet Benchmarking Forum, and then crafted a set of short-term objectives (1-2 y
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What can I say? Both of you guys are right. Without innovation there's simply no economic progress. There are a lot of myth about innovation and it is sometimes seen as the answer to everything.
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how social media (and other new technologies) can be seen by those entrenched in the status quo of yesterday’s business model. Will tomorrow’s successful companies apply the old rules in the relationship economy? Only time will tell!
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three complementary qualities: focus, divergence, and a compelling tagline. Without these qualities, a company’s strategy will likely be muddled, undifferentiated, and hard to communicate with a high cost structure
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One camp, which I'll call "strategic engineering," envisions strategy execution as an engineering exercise...The other extreme, which I'll label "strategic anarchy," encourages executives to simply get out of the way of their employees' ..." The middle gr
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the more you plan and commit to certain strategies for your organization's future, the more likely you are to achieve exceptional results, and the more likely you are to achieve disastrous results. The greater your commitment, the greater you opportunitie
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gardening model is enough to help organisations head in the right direction, but it is not enough to ensure long-term success of collaboration tools - a strategic approach must be found, one that provides a coherent solution for the whole organisation.
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