The fault line — that dangerous, unstable seam in the economy where powerful innovations and savage competition meet and create market-shattering tremors. Every company lives on it; no manager can control it.
In the original edition of Living on the Fault Line, Geoffrey Moore presented a compelling argument for using shareholder value (or share price) as the key driver in management decisions. Moore now revisits his argument in the post-Internet bubble world, proving that the methods he espouses are more germane than ever and showing companies how to use them to survive and thrive in today's demanding economy.
Extending the themes of Crossing the Chasm and Inside the Tornado, his first two books on the dynamics of the high-tech markets, Moore shows why sensitivity to stock price is the single most important lever for managing in the future, both as a leading indicator of shifts in competitive advantage and as an employee motivator for making necessary changes in organizations heretofore impervious to change.
This revised and updated edition includes:
As disruptive forces continue to buffet the marketplace and rattle the staid practices of the past, Moore offers a brilliant set of navigational tools to help meet today's most compelling management challenges.
The "Greatest Business Book of All Time" (Bloomsbury UK), In Search of Excellence has long been a must-have for the boardroom, business school, and bedside table.
Based on a study of forty-three of America's best-run companies from a diverse array of business sectors, In Search of Excellence describes eight basic principles of management — action-stimulating, people-oriented, profit-maximizing practices — that made these organizations successful.
Joining the HarperBusiness Essentials series, this phenomenal bestseller features a new Authors' Note, and reintroduces these vital principles in an accessible and practical way for today's management reader.
The now classic volume which became a landmark business book.
In this, the second of Geoff Moore's classic three-part marketing series, Moore provides highly useful guidelines for moving products beyond early adopters and into the lucrative mainstream market. Updated for the HarperBusiness Essentials series with a new author's note.
Once a product "crosses the chasm" it is faced with the "tornado," a make or break time period where mainstream customers determine whether the product takes off or falls flat. In Inside the Tornado, Moore details various marketing strategies that will teach marketers how reach these customers and how to take advantage of living inside the tornado in order to reap the benefits of mainstream adoption.
The national bestseller that offers prescriptions for an economic world turned upside down. A New York Times bestseller for eleven months.
The bestseller that offers perscriptions for an economic world turned upside down.
No one has had more influence in shaping the idea of modern management than Tom Peters. An avowed enemy of conformism and the status quo, Peters is a necessary voice of experience to guide us through times of financial uncertainty. In The Little BIG Things, he provides essential wisdom for everyone—from the freelancer to the small business owner to the head of a major corporation—offering 163 ways to excel at the "people side of business" by pursuing excellence at every level.
"The 'Excellence Standard' is not about Grand Outcomes. In Zen-like terms, all we have is today. If the day's work cannot be assessed as Excellent, then the oceanic overall goal of Excellence has not been advanced. Period."
"If membership in your club (organization) is not aimed at 'mind-blowing' development for each staff member and 'window rattling' service for each customer and other extended family members, then . . . just what the hell is the point?"
From the world’s leading high-tech strategist comes the definitive road map to help established companies create next-generation growth.
Geoffrey Moore’s now-classic Crossing the Chasm became a must-read book by presenting an innovative framework to address the make-or-break obstacle facing all high-tech companies: how to gain market share from early adopters and from mainstream consumers.
Based on twenty years’ experience advising the top leaders of many of the world’s most successful enterprises, Moore’s Escape Velocity offers a pragmatic plan to engage the most critical challenge that established enterprises face in the twenty-first-century economy: how to move beyond past success and drive next-generation growth from new lines of business.
As he worked with senior management teams, Moore repeatedly found that executives were trapped by short-term performance-based compensation schemes. The result was critical decision-makers overweighting their legacy commitments, an embarrassingly low success rate in new-product launches, and a widespread failure to sustain any kind of next-generation business at scale.
In Escape Velocity, Moore presents a cogent strategy for generating future growth within an established enterprise. Organized around a hierarchy of powers—category power, company power, market power, offer power, and execution power—this insightful work shows how each level of power can be orchestrated to achieve overall success. Moore explains
Drawing from thousands of hours spent face-to-face with CEOs and their teams, Moore presents case examples and best practices. While his experience is deeply rooted in the high-tech sector, his models and techniques apply well beyond this arena, including to the public sector.
At a time when the world is looking to established enterprises for growth and stability, Moore’s analysis is penetrating and his prescriptions are right on the mark. Escape Velocity gives executives and their teams a practical way forward to take advantage of the opportunities amid industry and economic disruptions.
In 2010 world-renowned innovation expert Clayton M. Christensen gave a powerful speech to the Harvard Business School's graduating class. Drawing upon his business research, he offered a series of guidelines for finding meaning and happiness in life. He used examples from his own experiences to explain how high achievers can all too often fall into traps that lead to unhappiness.
The speech was memorable not only because it was deeply revealing but also because it came at a time of intense personal reflection: Christensen had just overcome the same type of cancer that had taken his father's life. As Christensen struggled with the disease, the question "How do you measure your life?" became more urgent and poignant, and he began to share his insights more widely with family, friends, and students.
In this groundbreaking book, Christensen puts forth a series of questions: How can I be sure that I'll find satisfaction in my career? How can I be sure that my personalrelationships become enduring sources of happiness? How can I avoid compromising my integrity—and stay out of jail? Using lessons from some of the world's greatest businesses, he provides incredible insights into these challenging questions.
How Will You Measure Your Life? is full of inspiration and wisdom, and will help students, midcareer professionals, and parents alike forge their own paths to fulfillment.
A groundbreaking prescription for health care reform—from a legendary
leader in innovation . . .
Our health care system is in critical condition. Each year, fewer Americans can afford it, fewer businesses can provide it, and fewer government programs can promise it for future generations.
We need a cure, and we need it now.
Harvard Business School’s Clayton M. Christensen—whose bestselling The Innovator’s Dilemma revolutionized the business world—presents The Innovator’s Prescription, a comprehensive analysis of the strategies that will improve
health care and make it affordable.
Christensen applies the principles of disruptive innovation to the broken health care system with two pioneers in the field—Dr. Jerome Grossman and Dr. Jason Hwang. Together, they examine a
range of symptoms and offer proven solutions.
YOU’LL DISCOVER HOW
Over the past seven years, Procter & Gamble has tripled profits; significantly improved organic revenue growth, cash flow, and operating margins; and averaged earnings per share growth of 12 percent. How? A. G. Lafley and his leadership team have integrated innovation into everything P&G does and created new customers and new markets.
Through eye-opening stories A. G. Lafley and Ram Charan show how P&G and companies such as Honeywell, Nokia, LEGO, GE, HP, and DuPont have become game-changers. Their inspiring lessons can help you learn how to:
• Make consumers and customers the boss, not the CEO or the management team
• Innovate to grow a mature business
• Develop higher growth, higher margin businesses
• Create new customers and new markets
• Revitalize a business model
• Reach outside your own business and tap into the abundant brainpower and creativity of the world
• Integrate innovation into the mainstream of your managerial decision making
• Manage risk
• Become a leader of innovation
We live in a world of unprecedented change, increasing global competitiveness, and the very real threat of commoditization. Innovation in this world is the best way to win—arguably the only way to really win. Innovation is not a separate, discrete activity but the job of everyone in a leadership position and the integral, central driving force for any business that wants to grow organically and succeed on a sustained basis.
This is a game-changing book that helps you redefine your leadership and improve your management game.
Michael Goldhaber, writing in Wired, said, "If there is nothing very special about your work, no matter how hard you apply yourself you won't get noticed and that increasingly means you won't get paid much either. In times past you could be obscure yet secure — now that's much harder."
Again: the white collar job as now configured is doomed. Soon. ("Downsizing" in the nineties will look like small change.) So what's the trick? There's only one: distinction. Or as we call it, turning yourself into a brand . . . Brand You.
A brand is nothing more than a sign of distinction. Right? Nike. Starbucks. Martha Stewart. The point (again): that's not the way we've thought about white collar workers—ourselves—over the past century. The "bureaucrat" on the finance staff is de facto faceless, plugging away, passing papers.
But now, in our view, she is born again, transformed from bureaucrat to the new star. She works in a professional service firm and works on projects that she'll be able to brag about years from now.
I call her/him the New American Professional, CEO of Me Inc. (even if Me Inc. is currently on someone's payroll) and, of course, of Brand You.
Step #1 in the model was the organization . . .a department turned into PSF 1.0. Step #2 is the individual . . .reborn as Brand You.
In 50 essential points, Tom Peters shows how to be committed to your craft, choose the right projects, how to improve networking, why you need to think fun is cool, and why it's important to piss some people off. He will enable you to turn yourself into an important and distinctive commodity. In short, he will show you how to turn yourself into . . . Brand You.
See also the other 50List titles in the Reinventing Work series by Tom Peters — The Project50 and The Professional Service Firm50 — for additional information on how to make an impact in the professional world.
Reveals fifty ways to reinvent yourself along with the tools needed to meet the challenges of a wired world. Discusses building your Rolodex, crafting an image, and transforming your skill portfolio.