Fifth Generation Management: Co-creating Through Virtual Enterprising, Dynamic Teaming, and Knowledge Networking
Butterworth-Heinemann, 1996 - 341 pagine
This revised edition of Fifth Generation Management helps executives out of the rigid mindsets of the Industrial Era into the vibrant and invigorating possibilities of co-creation in the Knowledge Era.
Divided into two parts, the first completely rewritten section narrates 'Five Days that Changed the Enterprise', a case study of senior executives who are forced out of their cozy little empires into a new network organization of their own design. The second part discusses the process of co-creating through virtual enterprising, dynamic teaming, and knowledge networking. Included is essential new information on fractal enterprises, holonic management systems, agile enterprises, and hypertext organizations.
Charles Savage is president of Knowledge Era Enterprises, Inc and was formerly in the consultant division of DIgital Equipment Corporation. He presents 'Master Classes' on dynamic teaming and virtual enterprising and has written extensively on the knowledge era. His company's logo is a key with the phrase "Unlocking the Future". Charles Savage assists companies around the world to achieve that goal.
Over 40,000 copies of previous edition sold world-wide
Previous edition was awarded 'Book of the Year' by Tom Peters.
Covers lessons learned over the last five years since Fifth Generation Management was first published.
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PART TWO COCREATING THROUGH VIRTUAL
FIVE GENERATIONS OF COMPUTERS
ability activities agility Alan automation become boxes build C. K. Prahalad capabilities and aspirations Carol challenge clock co-creation communicate companies complexity computerize conceptual principles context continues coordinate Corporation create creativity cross-functional customers defined develop dialogue Digital Equipment Digital Equipment Corporation Drucker dynamic teaming efforts envisioning and knowledging fifth-generation management Figure focus focusing Fosbury Flop fractal Frank functions future Gary Hamel Gregory Hirotaka Takeuchi holonics industrial industrial era industrial-era interaction involved Ken Olsen knowledge networking learning listen look Manufacturing Engineers Marjorie ment multiple networking enterprises Nonaka operation opportunities organization organizational chart past patterns peer-to-peer Peter Drucker raw ideas realized responsibility reward sequential shift Shoshana Zuboff significant steep hierarchies strategy suppliers talents task teams task-focusing teams themes thinking tion Tom Peters transition understand Vincent virtual enterprising vision and knowledge Wesley York