商品簡介
Harvard Business School's leading technology expert reveals a bold new concept: the permeable-and highly profitable-business
Richard Nolan is one of the most influential voices in Silicon Valley today. A Harvard Business School professor and an advisor to business leaders such as Cisco and Charles Schwab, Nolan's reputation as a thought leader in high-tech is unparalleled. In Dot Vertigo, Professor Nolan explores the ways in which both blue chip brick-and-mortar and first-generation Web companies are responding to an onslaught of new competitors; and how, in some cases, they have adapted to meet these competitors head-on. Introducing the concept of "permeability," as the number-one indicator of long-term growth and profitability, Nolan shows why it is so important for a company to make the transformation into a completely networked organization. Nolan warns that the first sign of serious trouble is "dot vertigo," when companies, like pilots, lose sight of their reference points and can't adapt to a changing landscape. Nolan illustrates how to beat dot vertigo by building a permeable business using the I-Net-the next generation of the Internet in which an organization's intranet is seamlessly merged with the Internet.
Richard Nolan, PhD (Boston, MA), is the William Barclay Harding Professor of Business Administration at Harvard Business School. A leading expert on managing technology, his ideas and views have been embraced by the technology industry, and he has gained the trust of Wall Street's top performers. Professor Nolan is the author of four books and hundreds of articles and published cases.
作者簡介
RICHARD NOLAN, a Harvard Business School professor, is one of the most influential voices in Silicon Valley. An active researcher and advisor to such companies as Cisco and Schwab, his reputation as a thought leader in high tech is unparalleled. Nolan's ideas and views have been embraced by the technology industry, and he has gained the trust of Wall Street's high performers.
目次
Doing Business in a Permeable World.
Keep an Eye on Your Instruments: The I-Net.
How Did We Get Here?
The Value Economy: Following the Market Leaders.
You Gotta Believe: Instilling the Critical Nature of Technology into Management.
Air Strikes: Merrill Lynch Takes Aim at Charles Schwab.
Overcoming Dot Vertigo: The Case of IBM.
Anatomy of the Dot Com: What Keeps Drugstore.com in the Game.
Building the I-Net: The Case of Cisco Systems.
Act Like a Venture Capitalist: Creating an Action Agenda.
Five Myths of the Internet.
Appendix: Toward a Set of Network Age Management Principles.
Notes.
Selected Bibliography.
Acknowledgments.
Index.
