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Early warning : using competitive intelligence to anticipate market shifts, control risk, and create powerful strategies /
"The competitive early warning process is a minimum insurance against strategic surprises. It allows managers to control risks--those risks that are controllable"--Preface.
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
New York :
AMACOM,
©2004.
|
| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 100 | 1 | |a Gilad, Benjamin. | |
| 245 | 1 | 0 | |a Early warning : |b using competitive intelligence to anticipate market shifts, control risk, and create powerful strategies / |c Ben Gilad. |
| 260 | |a New York : |b AMACOM, |c ©2004. | ||
| 300 | |a 1 online resource (xv, 268 pages) : |b illustrations | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
| 338 | |a online resource |b cr |2 rdacarrier | ||
| 504 | |a Includes bibliographical references and index. | ||
| 505 | 0 | |a Part I. Companies at risk. Surprise! Surprise attacks -- The supremacy of internal convictions -- Blind executives? -- Can companies do better? -- Manager's checklist -- What do you know about strategic risks? The various types of risk -- The most neglected risk -- Top teams and top problems -- The case of Yahoo! -- Manager's checklist -- The internal dynamics of early warning failures. Technology "golden boys" -- Polaroid -- Lucent -- The "old economy" and the "light brigade" -- The old economy-Procter & Gamble -- The light brigade-Levi Strauss -- On early warning failure and the big consultants -- Manager's checklist -- The analytical, the tactical, the couch potato, and the blind. Manager's checklist -- Part 2. The competitive early warning system. Step 1: Identifying risk (and opportunities). Thinking systematically about risk -- Industry change drivers -- Scenarios -- Industry changes and the elusive "strategy" -- Prioritizing risk -- Summary: Identifying the highest risks -- Step 1, continued: War gaming. Consultants out, discipline in -- Choosing the right type of war game -- The curse of the SWOT -- The blindspots identification methodology (BIM) -- What does it take to uncover competitors' blinders? -- War gaming and risk prioritizing -- A sample war game agenda -- Step 2: Intelligence monitoring. From risk identification to risk monitoring -- The monitoring network: who watches what? -- So who is a good monitor? -- An internal or an external network? -- The disaster of executives' networks -- The high reliability organization (HRO) -- Step 3: Management action. Management action failures -- A test case -- Handling SPMS and MLMS -- Maximizing the effect of CEW's deliverables -- Management alerts -- Needs to know, wants to know, what's the difference? -- Executive briefings -- Should the BOD be briefed too? -- Alerts I would have written if I were ... -- Alerts that should have been written ... -- Options and recommendations -- Never, but never, give them data -- What MBAs don't know but a Biblical tribe knew -- Evaluation committees -- Tripwires -- Brief conclusion regarding the CEW -- Manager's checklist-chapters 5-8 -- Part three. Early warning at work. Case studies of CEW in action. Model 1. Very large global company, complex operations: Citibank-clean windows -- Activities on the three steps of the CEW model -- Weaknesses (and a note on silly benchmarking) strengths -- Model 2. Large company, several related businesses, long product cycle : DASA-early warning German style -- Activities on the three steps of the CEW model --Weaknesses -- Strengths -- Model 3. Small size, domestic company, single product : Pergo North America-the little engine that could -- Activities on the three steps of the CEW model -- Weaknesses -- Strengths -- Model 4. Very large division, multicultural company: AstraZeneca-a Cerberus SEWS -- Activities on the three steps of the CEW model -- Model 5. Global company in high-risk environments : strategic early warning-the Shell example -- What are we looking for? -- Who does what? -- How are we organized? -- How do we communicate? -- How do we identify and manage risk? -- Cultural predeterminants of EW -- Manager's checklist-case studies -- If you start from scratch ... Culture and the CEW -- CEOs and CEW -- Other organizational considerations -- Who makes the best strategic risk analyst? -- The best practice for raising first-rate strategic risk analysts -- Manager's checklist -- Top teams and top problems -- The case of Yahoo! -- Manager's checklist. | |
| 520 | |a "The competitive early warning process is a minimum insurance against strategic surprises. It allows managers to control risks--those risks that are controllable"--Preface. | ||
| 588 | 0 | |a Print version record. | |
| 590 | |a ProQuest Ebook Central |b Ebook Central Academic Complete | ||
| 650 | 0 | |a Risk management. | |
| 650 | 0 | |a Risk. | |
| 650 | 0 | |a Strategic planning. | |
| 650 | 6 | |a Gestion du risque. | |
| 650 | 6 | |a Risque. | |
| 650 | 6 | |a Planification stratégique. | |
| 650 | 7 | |a risk management. |2 aat | |
| 650 | 7 | |a Risk |2 fast | |
| 650 | 7 | |a Risk management |2 fast | |
| 650 | 7 | |a Strategic planning |2 fast | |
| 776 | 0 | 8 | |i Print version: |a Gilad, Benjamin. |t Early warning. |d New York : AMACOM, ©2004 |w (DLC) 2003006506 |
| 856 | 4 | 0 | |u https://ebookcentral.uam.elogim.com/lib/uam-ebooks/detail.action?docID=243017 |z Texto completo |
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