skip to main content
Idioma:

Early warning using competitive intelligence to anticipate market shifts, control risk, and create powerful strategies

Benjamin Gilad

New York AMACOM c2004

Localização: FFCLRP - Fac. Fil. Ciên. Let. de R. Preto    (658.15 G463e 29552 ) e outros locais(Acessar)

  • Título:
    Early warning using competitive intelligence to anticipate market shifts, control risk, and create powerful strategies
  • Autor: Benjamin Gilad
  • Assuntos: Risk management; Risk; Strategic planning; ADMINISTRAÇÃO DE RISCO; RISCO; INTELIGÊNCIA COMPETITIVA; PLANEJAMENTO ESTRATÉGICO
  • Notas: Includes bibliographical references and index
  • Descrição: 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, g
    "The corporate landscape is littered with tales of once-strong companies that would still be dominant forces had they used a competitive early warning system (CEW). Gilad offers a powerful one-two punch of detailed examples (from companies like Microsoft, Procter & Gamble, IBM, General Electric, Daimler Chrysler, Shell Oil, and more) and clear parameters by which to measure CEW capabilities and shortcomings in your company." "When strategy falls out of step with market realities, the result is a condition the author calls "industry dissonance." Whether because of head-in-the-sand executives, "we've-always-done-it-this-way" culture, or the sudden success of a competitor, industry dissonance has been the death knell for many once-powerful corporations, as well as the people who ran them and untold thousands of employees. Competitive intelligence, deployed and interpreted through a strong CEW system, can mean the difference between dominance and irrelevance for any company - including yours."--BOOK JACKET
  • Editor: New York AMACOM
  • Data de criação/publicação: c2004
  • Formato: xv, 268 p. ill. 24 cm.
  • Idioma: Inglês
Links
Voltar para lista de resultados

  • Realização: ABCD-USP USP   Logos de Redes Sociais: Freepik

Buscando em bases de dados remotas. Favor aguardar.