Managing in the new economy

Managing in the New Economy......Page 1
CONTENTS......Page 6
INTRODUCTION......Page 8
Part I— Competition and Strategy......Page 11
Part II— Leadership and Organization......Page 15
Part III— Ideas at Work......Page 18
Note......Page 21
PART I— COMPETITION AND STRATEGY......Page 22
1— Strategy and the New Economics of Information......Page 23
Every Business Is an Information Business......Page 25
The Trade-Off between Richness and Reach......Page 26
The Deconstruction of the Value Chain......Page 29
Implications for Competitive Advantage......Page 38
Notes......Page 44
2— Clusters and the New Economics of Competition......Page 45
What Is a Cluster?......Page 46
Why Clusters Are Critical to Competition......Page 50
Clusters and Productivity......Page 51
Clusters and Innovation......Page 54
Clusters and New Business Formation......Page 56
Birth, Evolution, and Decline......Page 57
Implications for Companies......Page 60
1— Choosing Locations......Page 62
3— Upgrading the Cluster......Page 64
4— Working Collectively......Page 65
What\'s Wrong with Industrial Policy......Page 66
New Public-Private Responsibilities......Page 67
Notes......Page 68
3— The End of Corporate Imperialism......Page 69
What Is the Business Model for the Emerging Middle Class?......Page 71
How Does the Distribution System Work?......Page 76
Will Local or Expatriate Leadership Be More Effective?......Page 78
Is It Necessary to \"Present One Face\"?......Page 80
Do Partners Foster Valuable Learning?......Page 81
Success Will Transform the Multinationals......Page 82
4— Strategy under Uncertainty......Page 86
Four Levels of Uncertainty......Page 88
Level 1—  A Clear-Enough Future......Page 89
Level 3— A Range of Futures......Page 91
Level 4— True Ambiguity......Page 92
Tailoring Strategic Analysis to the Four Levels of Uncertainty......Page 93
Strategic Posture......Page 96
A Portfolio Of Actions......Page 97
Strategy in Level 1\'s Clear-Enough Future......Page 99
Strategy in Level 2\'s Alternate Futures......Page 100
Strategy in Level 3\'s Range of Futures......Page 102
Strategy in Level 4\'s True Ambiguity......Page 105
A New Approach to Uncertainty......Page 106
5— Strategy as a Portfolio of Real Options......Page 109
A Gardening Metaphor: Options as Tomatoes......Page 110
A Tour of Option Space......Page 111
Top of the Space: Now and Never......Page 113
Right Side of the Space: Maybe Now and Probably Later......Page 115
Left Side of the Space: Maybe Later and Probably Never......Page 116
When to Harvest......Page 119
A Dynamic Approach......Page 120
Nested Options in a Business Strategy......Page 122
Learning to Garden......Page 128
PART II— LEADERSHIP AND ORGANIZATION......Page 130
6— Fair Process: Managing in the Knowledge Economy......Page 131
Good Outcome, Unfair Process......Page 132
The Master Plan......Page 133
What Is Fair Process?......Page 135
The Three Principles......Page 138
\"We Really Screwed Up\"......Page 139
High Park\'s Turn......Page 141
Fair Process in the Knowledge Economy......Page 142
Overcoming Mental Barriers......Page 147
7— Covert Leadership: Notes on Managing Professionals......Page 149
Who Controls?......Page 150
Leading Is Covert......Page 153
Note......Page 154
The Culture Is in the System......Page 156
Managing All Around......Page 157
Coda......Page 159
8— The Dawn of the E-Lance Economy......Page 161
Businesses of One......Page 163
The Temporary Company......Page 165
The Transformation of Management......Page 169
Thinking about the Future......Page 171
Notes......Page 173
9— The Post-Capitalist Executive: An Interview with Peter F. Drucker......Page 174
10— Values in Tension: Ethics Away from Home......Page 187
Competing Answers......Page 188
Balancing the Extremes: Three Guiding Principles......Page 191
Defining the Ethical Threshold: Core Values......Page 193
Creating an Ethical Corporate Culture......Page 195
Conflicts of Development and Conflicts of Tradition......Page 197
Guidelines for Ethical Leadership......Page 201
Notes......Page 203
PART III— IDEAS AT WORK......Page 204
11— The Power of Virtual Integration: An Interview with Dell Computer\'s Michael Dell......Page 205
12— Fast, Global, and Entrepreneurial: Supply Chain Management, Hong Kong Style  An Interview with V.........Page 224
13— Growth through Global Sustainability: An Interview with Monsanto\'s CEO, Robert B. Shapiro......Page 245
Strategy and the New Economics of Information......Page 262
The End of Corporate Imperialism......Page 263
Strategy under Uncertainty......Page 264
Strategy as a Portfolio of Real Options......Page 265
Covert Leadership: Notes on Managing Professionals......Page 266
The Dawn of the E-Lance Economy......Page 267
The Post-Capitalist Executive: An Interview with Peter F. Drucker......Page 268
The Power of Virtual Integration: An Interview with Dell Computer\'s Michael Dell......Page 269
Fast, Global, and Entrepreneurial: Supply Chain Management, Hong Kong Style  An Interview with Victo.........Page 270
Growth through Global Sustainability: An Interview with Monsanto\'s CEO, Robert B. Shapiro......Page 271
ABOUT THE CONTRIBUTORS......Page 272
C......Page 277
E......Page 279
G......Page 280
J......Page 281
M......Page 282
P......Page 283
S......Page 284
U......Page 285
Z......Page 286