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About this product Synopsis In the knowledge-based economy, the speed of innovation, the shortening of product cycles, and complexity of offerings by demanding consumer require organizations that are all brains and no body. This text examines the concept of zero-mindedness and provides a blueprint for organizational success. In today's economy the speed of innovation, the shortening of product cycles, and the complexity of offerings all require flexible, quick- reacting organizations that are all brains and no body-"zero-space" organizations where knowledge is the only worthwhile and sustainable asset.
Zero Space demonstrates that to succeed in this new environment we must learn to be "zero-minded"-to stop working with ideas based on outmoded Industrial Age organizational models and instead start from scratch; that is, start from zero. They do, though, give fresh insight into the type of company that successfully incorporates these 21st-century assets, and they propose a feasible framework others can use to tear away from traditional, but counterproductive, thinking and create the "all brain, no body" organization that truly meets ongoing challenges.
In part 1, the authors discuss why their defining concept of "zero-mindedness" has become so critical.
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In part 2, they examine it in contexts that corporations will actually confront, such as time dealing with sped-up consumer demands and business relationships , technology making it so ubiquitous it is taken for granted , and alliances forging the proper ones with customers, suppliers, and even competitors. In the final part, Lekanne Deprez and Tissen leave the theorizing behind to offer concrete suggestions for utilizing their ideas in the real world. He advises national and international organizations on operational and strategic knowledge management and business integration issues and on creating vibrant virtual communities.
His passion is helping organizations target and apply knowledge when and where it is really needed.
Zero Space by Frank Lekanne Deprez and René Tissen | Penguin Random House Canada
From to , he was manager of market and product development at Galileo Nederland, Ltd. As an inter- national consultant and researcher, he specializes in advising companies on boardroom-level matters involving knowledge management, organization, and human resource management. Previously, he held a number of executive and senior management positions in Dutch industry and government, as well as positions abroad.
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A business man once stated that there is nothing so practical as a good theory
Condition: New. Seller Inventory ZZN. More information about this seller Contact this seller. Book Description Berrett-Koehler Publishers , Seller Inventory Language: English. Brand new Book. Seller Inventory BTE Condition: Brand New. Book Condition:- Brand New. Many organizations today are still firmly grounded in the industrial past. They have evolved against a background of mature markets, complex industrial processes, and five-year business plans.
Hierarchical, cumber some, 3inflexible, and lethargic, they are the dinosaurs of business. The recent Internet failures have made many of these old dinosaurs believe that their model is the winner, but is it? In the knowledge-based economy, business dinosaurs may make a great noise but they will find it difficult to make a profit.
ISBN 13: 9781576751824
They are the intangible assets that make up its weightless wealth that remains essential today—despite the experience of the failed dot-coms. Asking the Big Question So how do we break out of our organizational prisons? They are not tangible structures. They cannot be pointed out. And they cannot be knocked down with a sledgehammer. Many of the limits are simply in our minds. We create them, maintain them, give them an indestructibility they do not actually have.
And if they exist only in our minds, then that is the place we have to clear first. We fight the same battles as you do, every single day. We deal with a lack of cooperation, a lack of sharing. We deal with all the things that any manager, anywhere, has to deal with.
And yet many of us in business allow our minds to be imprisoned in old-time, industrial age thinking. We tell ourselves that things were always done this way. The organization was designed to help business. Divisions are natural. It makes economic sense for each division or unit—or whatever you choose to call it—to be regarded as an individual profit center. Yet deep down we know that we are fooling ourselves.
Our rigid organizational structures prevent close cooperation between people who may be doing the same work but are located in different departments or even, as globalization increases, on different continents. Organizational and geographical borders have conspired to keep us trapped. Part II discusses the eight features of zero space—eight zeroes. Each one is based on practical conflicts that businesses face, conflicts caused by needing to move faster, with less baggage, without constantly encountering resistance. If we were honest, we would all acknowledge that it often takes too much time to get things done.
Large organizations are like mammoth tankers: the pilot can change course but it takes a long time for the tanker to respond. We have to trade in our tankers for tugboats—nippy little workmanlike vessels that can zip in and out of a harbor in no time. And a readiness to do this with whatever vessel is waiting. Tugboats see nothing wrong in pulling a tanker one minute and a liner the next. They are prepared to work with any ship around. Because working with others is what their business is about.
Needless to say, we all consider ourselves one of the good guys. People used to say you have to go where the money is; today companies have to go where the knowledge is. Why build up your own distribution and logistics operation when you can make use of one—probably a lot better than yours, anyway—that is run by logistics specialists? Yahoo is an Internet portal through which nearly two hundred million people around the world pass every month. Put another way, two years ago, Yahoo could have acquired Gannett with relative ease.
Now Gannett would be the more likely to acquire. Gannett is a solid, well-managed company.
It delivers a steady profit, operating its various properties at high margins—between 17 percent and 35 percent—while rigorously controlling costs. It still has to buy roll after roll of newsprint.
It still has to run printing plants all around the country. It still has to operate 6huge fleets of trucks. And although many of its news properties run Web sites, Internet companies continue to attack its most important advertising revenue stream: classified advertising. They believe it compromises their business, puts them at the mercy of a competitor. But being zero-minded means being ready to break bread with your enemies, sit down with them, talk to them, share with them.
One of the most moving business events in the aftermath of September 11, , was the decision of the New York Stock Exchange to offer office space—and access to its confidential systems—to its archrival, the American Stock Exchange. For many people such an action had been unthinkable, but in the wake of the Twin Towers disaster, traditional competitors realized that cooperation was the name of the new game in town.