000			03236cam a2200337 a 4500
008			131202s2014 nyua b 001 0 eng
010			_a 2013040327
020			_a9780415537124
020			_a9780415537131 (pbk.)
020			_z9781315818962 (ebook)
040			_aDLC _beng _cDLC _dDLC
042			_apcc
050	0	0	_aHF1008 _b.A5293 2014
082	0	0	_a658.4/012 _223
100	1		_aAndersen, Michael Moesgaard
245	1	0	_aBeyond strategy : _bthe impact of next generation companies _cMichael Moesgaard Andersen and Flemming Poulfelt
260			_aNew York : _bRoutledge, _cc2014.
300			_axxi, 174 p. : _bill. ; _c25 cm.
504			_aIncludes bibliographical references (p. 166-168) and index.
505	0		_aForeword -- Introduction : can you predict the unexpected? -- From the conventional to the new emerging paradigm -- Disrupter's paradise -- The conventional paradigm -- How a new paradigm is emerging -- Towards a new paradigm? -- On the inner workings of black swans -- Apple, the black swan -- Aravind : the McDonaldization of eye care -- Emirates Airlines : globalization from the desert -- Huawei : countryside surrounding cities -- Natura : globalizing beauty! -- Nokia : from ugly duckling to white swan to Ryanair : a true disrupter -- Tata Motors : reverse imperialism -- Beyond strategy and metrics -- Going beyond strategy -- Appendix 1: Metrics and diagnostics -- Appendix 2: Company of the future metric.
650		0	_aBusiness enterprises
650		0	_aStrategic planning
650		0	_aManagement
700	1		_aPoulfelt, Flemming
035			_a(IMchF)fol15118406
520			_aWhy is it that some companies turn out to be more successful when doing the opposite of what is prescribed in many of the current books on management and strategy? Interestingly, many of the companies depicted as very successful companies in the standard literature end up not faring well over time - probably because they somehow end up in a dangerous autopilot mode. What this suggests is that the conventional literature cookbook isn't telling us the whole story. Even if companies have temporarily developed from an ugly duckling to a white swan, the popularnbsp;recipes for success may be clipping such companies' wings. Conversely, companies adhering to disruptive business models are seen to be more agile and to possess a higher degree of actionability. Such next generation companies are labeled black swans. They thrive because they are bold and embrace the great unknowns of tomorrow with open minds and eyes. At the same time, they are able to take advantage of incumbents' fears, risk-aversion and blindness to what's coming. Beyond Strategy delves into the inner workings of such black swans as Apple, Aravind, Emirates, Huawei, Natura, Ryanair and Tata and addresses the rise and fall of Nokia. The authors provide explosive evidence of black swan companies working against the norms to enter unchartered waters, determined not to adhere to the best practice of others, but rather to create a genuine next generation practice. Next generation companies and their underlying philosophies are here to stay - are you?
005			20170126100629.0
001			59309
003			UOWD
942			_cREGULAR
999			_c25494 _d25494