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Future of management, Hamel, Gary Breen, Bill


Варианты приобретения
Цена: 4620.00р.
Кол-во:
Наличие: Поставка под заказ.  Есть в наличии на складе поставщика.
Склад Англия: Есть  
При оформлении заказа до: 2026-05-14
Ориентировочная дата поставки: Июнь
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Автор: Hamel, Gary Breen, Bill
Название:  Future of management
ISBN: 9781422102503
Издательство: Harvard business review press
Классификация:
ISBN-10: 1422102505
Обложка/Формат: Hardcover
Страницы: 288
Вес: 0.60 кг.
Дата издания: 10.09.2007
Язык: English
Размер: 24.23 x 16.10 x 2.64 cm
Читательская аудитория: Professional & vocational
Рейтинг:
Поставляется из: Англии
Описание: What fuels long-term business success? Not operational excellence, technology breakthroughs, or new business models, but management innovation - new ways of mobilizing talent, allocating resources, and formulating strategies. This book explains how to turn your company into a serial management innovator.


Competing for the future

Автор: Hamel, Gary Prahalad, C.k.
Название: Competing for the future
ISBN: 0875847161 ISBN-13(EAN): 9780875847160
Издательство: TBS/GBS
Рейтинг:
Цена: 3960.00 р.
Наличие на складе: Поставка под заказ.

Описание: Develops a coherent model for how modern executives can identify and accomplish no less than heroic goals in tomorrow`s marketplace. This blueprint addresses how executives can ease the tension between competing and clearing a path toward leadership in the future.

Strategic Intent

Автор: Hamel Gary, Prahalad C. K.
Название: Strategic Intent
ISBN: 1633694984 ISBN-13(EAN): 9781633694989
Издательство: Неизвестно
Цена: 3219.00 р.
Наличие на складе: Есть у поставщика Поставка под заказ.

Описание:

In this McKinsey Award-winning article, first published in May 1989, Gary Hamel and C.K. Prahalad explain that Western companies have wasted too much time and energy replicating the cost and quality advantages their global competitors already experience. Canon and other world-class competitors have taken a different approach to strategy: one of strategic intent. They begin with a goal that exceeds the company's present grasp and existing resources: "Beat Xerox"; "encircle Caterpillar." Then they rally the organization to close the gap by setting challenges that focus employees' efforts in the near to medium term: "Build a personal copier to sell for $1,000"; "cut product development time by 75%." Year after year, they emphasize competitive innovation--building a portfolio of competitive advantages; searching markets for "loose bricks" that rivals have left underdefended; changing the terms of competitive engagement to avoid playing by the leader's rules. The result is a global leadership position and an approach to competition that has reduced larger, stronger Western rivals to playing an endless game of catch-up.


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