這本書以前有譯本
類似脈動下的決策者
Amazon.com Review
Based on extensive research he conducted at M.I.T.'s Sloan School of Management, professor Charles H. Fine determined that fruit flies hold the key to the future of business. Not the insects themselves, actually, but the way geneticists study their extraordinarily condensed life spans to gain insight into the much more drawn-out human existence. In like manner, Fine suggests that industries with a very rapid evolutionary rate, or clockspeed, be examined for information that will benefit businesses of all kinds--as well as national economic systems, universities, and even religious institutions--although any edge that emerges may, without additional work, prove to be fleeting. In Clockspeed: Winning Industry Control in the Age of Temporary Advantage, Fine lays out his resultant theories of business genetics. He focuses on "fruit fly industries" such as personal computers and information-entertainment providers and the lessons he says can be learned by dissecting their internal processes, product development procedures, and organizational arrangements. He then proposes ways that other companies can utilize the positive patterns of industry structure that appear. Those whose eyes do not glaze over at the mere thought of calculating "capital equipment obsolesce rates" should find this absorbing and thought-provoking. --Howard Rothman --This text refers to an out of print or unavailable edition of this title.
From Publishers Weekly
In propounding a "theory of business genetics," Fine, a professor of management at MIT, analyzes factors that determine corporate evolution, then outlines approaches to aid strategic decision making. For Fine, industries change at different rates, or "clockspeeds," depending on differing opportunities for innovation and competition, as is the case in the animal kingdom. Changing relationships and their causes often seem more apparent, he notes, in fast-clockspeed scenarios such as the current computer industry. However, "all advantage is temporary," Fine continues, "and the faster the clockspeed, the more temporary the advantage." Against that background, his main thesis is that design of the supply chain is "the ultimate core competency" for maintaining advantage in business. Fine advocates diligently and continuously studying its dynamics from the standpoints of organization, technology and capability. Citing the case of IBM as a cautionary tale, Fine notes the company's flawed decision to outsource its PC's microprocessor and operating system, with the result that customers are more concerned with the label "Intel Inside" than the actual makeup of their computer. Oriented primarily to specialists (and prospective clients) in the computer industry, Fine's theorizing suffers somewhat from management jargon yet is impressively well tuned.
Copyright 1998 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.
Copyright 1998 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.
Product Details
- Paperback: 288 pages
- Publisher: Basic Books; New edition edition (October 1, 1999)
- Language: English
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