Early warning: using competitive intelligence to anticipate market shifts, control risk, and create powerful strategies
"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 Elec...
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
New York [u.a.]
AMACOM
2004
|
| Schlagworte: | |
| Online-Zugang: | Table of contents Inhaltsverzeichnis |
| Zusammenfassung: | "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. |
| Beschreibung: | Includes bibliographical references and index |
| Beschreibung: | xv, 268 p. ill. : 24 cm |
| ISBN: | 9780814407868 0814407862 |
Internformat
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| 500 | |a Includes bibliographical references and index | ||
| 520 | 1 | |a "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. | |
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Datensatz im Suchindex
| _version_ | 1804142803508264961 |
|---|---|
| adam_text | Contents
List of Tables and Figures
xi
Preface
xiii
Acknowledgments
xv
Part One: Companies at Risk
1
Chapter
1:
Surprise!
3
Surprise Attacks
4
The Supremacy of Internal Convictions
6
Blind Executives?
7
Can Companies Do Better?
9
Manager s Checklist
11
Chapter
2:
What Do You Know About Strategic
Risks?
13
The Various Types of Risk
13
The Most Neglected Risk
17
Top Teams and Top Problems
20
The Case of Yahoo!
21
Manager s Checklist
22
vii
w¡¡¡
Contents
Chapter
3:
The Internal Dynamics of Early
Warning Failures 24
Technology Golden Boys
24
Polaroid
29
Lucent
37
The Old Economy and the Light Brigade
42
The Old Economy
—
Procter
&
Gamble
42
The Light Brigade
—
Levi
Strauss
46
On Early Warning Failure and the Big Consultants
50
Manager s Checklist
52
Chapter
4:
The Analytical, the Tactical, the Couch
Potato, and the Blind
55
Manager s Checklist
62
Part Two: The Competitive Early Warning
System
65
Chapter
5:
Step
1:
Identifying Risk (and
Opportunities)
67
Thinking Systematically About Risk
71
Industry Change Drivers
72
Scenarios
75
Industry Changes and the Elusive Strategy
77
Prioritizing Risk
79
Summary: Identifying the Highest Risks
85
Chapter
6:
Step
1,
Continued: War Gaming
88
Consultants Out, Discipline In
90
Choosing the Right Type of War Game
92
The Curse of the SWOT
95
The
Blindspots
Identification Methodology
(BIM)
97
What Does It Take to Uncover Competitors
Blinders?
100
War Gaming and Risk Prioritizing
103
A Sample War Game Agenda
103
Chapter
7:
Step
2:
Intelligence Monitoring
108
From Risk Identification to Risk Monitoring
115
The Monitoring Network: Who Watches What?
122
Contents
¡χ
So
Who Is a Good Monitor?
126
An Internal or an External Network?
127
The Disaster of Executives Networks
131
The High Reliability Organization
(HRO)
132
Chapter
8:
Step
3:
Management Action
134
Management Action Failures
135
A Test Case
137
Handling SPMS and MLMS
141
Maximizing the Effect of CEW s Deliverables
142
Management Alerts
142
Needs to Know, Wants to Know, What s the
Difference?
144
Executive Briefings
146
Should the BOD Be Briefed Too?
148
Alerts I Would Have Written If I Were
... 149
Alerts That Should Have Been Written
... 152
Options and Recommendations
157
Never, but Never, Give Them Data
158
What MBAs Don t Know but a Biblical Tribe Knew
160
Evaluation Committees
162
Tripwires
164
Brief Conclusion Regarding the CEW
165
Manager s Checklist—Chapters
5-8 166
Part Three: Early Warning at Work
169
Chapter
9 :
Case Studies of CEW in Action
171
Model
1.
Very Large Global Company, Complex
Operations: Citibank
—
Clean Windows
172
Activities on the Three Steps of the CEW Model
174
Weaknesses (and a Note on Silly Benchmarking)
179
Strengths
181
Model
2.
Large Company, Several Related Businesses,
Long Product Cycle: DASA—Early Warning
German Style
182
Activities on the Three Steps of the CEW Model
183
Weaknesses
190
Strengths
191
jţ
Contents
Model
3.
Small Size, Domestic Company, Single
Product: Per go North America
—
The Little Engine
That Could
191
Activities on the Three Steps of the CEW Model
193
Weaknesses
198
Strengths
199
Model
4.
Very Large Division, Multicultural
Company: AstraZeneca—A Cerberus SEWS
200
Activities on the Three Steps of the CEW Model
202
Models. Global Company in High-Risk
Environments: Strategic Early Warning
—
The
Shell Example
208
What Are We Looking For?
209
Who Does What?
210
How Are We Organized?
210
How Do We Communicate?
216
How Do We Identify and Manage Risk?
219
Cultural
Prédéterminants
of EW
228
Manager s Checklist—Case Studies
229
Chapter
10:
If You Start from Scratch
. . . 231
Culture and the CEW
234
CEOs and CEW
236
Other Organizational Considerations
242
Who Makes the Best Strategic Risk Analyst?
246
The Best Practice for Raising First-Rate Strategic
Risk Analysts
250
Manager s Checklist
251
Epilogue
253
Index
257
About the Author
269
|
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| id | DE-604.BV036130691 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T22:37:34Z |
| institution | BVB |
| isbn | 9780814407868 0814407862 |
| language | English |
| lccn | 2003006506 |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-020212999 |
| oclc_num | 51898746 |
| open_access_boolean | |
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| owner_facet | DE-703 DE-1049 DE-188 |
| physical | xv, 268 p. ill. : 24 cm |
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| spelling | Gilad, Benjamin Verfasser aut Early warning using competitive intelligence to anticipate market shifts, control risk, and create powerful strategies Ben Gilad New York [u.a.] AMACOM 2004 xv, 268 p. ill. : 24 cm txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references and index "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. Gestion des risques rasuqam Gestion du risque Planification stratégique Planification stratégique rasuqam Risque Strategic planning Business intelligence Risk management Strategische Frühaufklärung (DE-588)4281858-8 gnd rswk-swf Risikomanagement (DE-588)4121590-4 gnd rswk-swf Frühwarnsystem (DE-588)4123236-7 gnd rswk-swf Strategische Planung (DE-588)4309237-8 gnd rswk-swf Business Intelligence (DE-588)4588307-5 gnd rswk-swf Unternehmensplanung (DE-588)4078609-2 gnd rswk-swf Business Intelligence (DE-588)4588307-5 s Strategische Frühaufklärung (DE-588)4281858-8 s DE-604 Unternehmensplanung (DE-588)4078609-2 s Strategische Planung (DE-588)4309237-8 s Frühwarnsystem (DE-588)4123236-7 s Risikomanagement (DE-588)4121590-4 s http://www.loc.gov/catdir/toc/fy038/2003006506.html Table of contents Digitalisierung UB Bayreuth application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=020212999&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Gilad, Benjamin Early warning using competitive intelligence to anticipate market shifts, control risk, and create powerful strategies Gestion des risques rasuqam Gestion du risque Planification stratégique Planification stratégique rasuqam Risque Strategic planning Business intelligence Risk management Strategische Frühaufklärung (DE-588)4281858-8 gnd Risikomanagement (DE-588)4121590-4 gnd Frühwarnsystem (DE-588)4123236-7 gnd Strategische Planung (DE-588)4309237-8 gnd Business Intelligence (DE-588)4588307-5 gnd Unternehmensplanung (DE-588)4078609-2 gnd |
| subject_GND | (DE-588)4281858-8 (DE-588)4121590-4 (DE-588)4123236-7 (DE-588)4309237-8 (DE-588)4588307-5 (DE-588)4078609-2 |
| title | Early warning using competitive intelligence to anticipate market shifts, control risk, and create powerful strategies |
| title_auth | Early warning using competitive intelligence to anticipate market shifts, control risk, and create powerful strategies |
| title_exact_search | Early warning using competitive intelligence to anticipate market shifts, control risk, and create powerful strategies |
| title_full | Early warning using competitive intelligence to anticipate market shifts, control risk, and create powerful strategies Ben Gilad |
| title_fullStr | Early warning using competitive intelligence to anticipate market shifts, control risk, and create powerful strategies Ben Gilad |
| title_full_unstemmed | Early warning using competitive intelligence to anticipate market shifts, control risk, and create powerful strategies Ben Gilad |
| title_short | Early warning |
| title_sort | early warning using competitive intelligence to anticipate market shifts control risk and create powerful strategies |
| title_sub | using competitive intelligence to anticipate market shifts, control risk, and create powerful strategies |
| topic | Gestion des risques rasuqam Gestion du risque Planification stratégique Planification stratégique rasuqam Risque Strategic planning Business intelligence Risk management Strategische Frühaufklärung (DE-588)4281858-8 gnd Risikomanagement (DE-588)4121590-4 gnd Frühwarnsystem (DE-588)4123236-7 gnd Strategische Planung (DE-588)4309237-8 gnd Business Intelligence (DE-588)4588307-5 gnd Unternehmensplanung (DE-588)4078609-2 gnd |
| topic_facet | Gestion des risques Gestion du risque Planification stratégique Risque Strategic planning Business intelligence Risk management Strategische Frühaufklärung Risikomanagement Frühwarnsystem Strategische Planung Business Intelligence Unternehmensplanung |
| url | http://www.loc.gov/catdir/toc/fy038/2003006506.html http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=020212999&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT giladbenjamin earlywarningusingcompetitiveintelligencetoanticipatemarketshiftscontrolriskandcreatepowerfulstrategies |