Bibliografia suggerita
Sense and Respond  Stephen P. Bradley, David P. Norton
		Description: This book is the result of research presented at the "Multimedia and the Boundaryless World" conference held at Harvard Business School in November 1995. The conference explored how shared technological infrastructure creates economic value for firms. The papers reflect the contributions of the group's 80 participants, including academics, managers who develop information technologies, and managers who use those technologies. The chapters focus mainly on two components of value creation: electronically sensing customers' needs in real time and using the electronic connection and shared infrastructures to respond to those needs. Drawing on a wide range of company and industry examples, the contributors build scenarios for future customer interactions and address how companies can capitalize on these emerging opportunities. The papers focus on four concepts: 1) the restructuring of information technology; 2) various options for connecting with customers electronically; 3) ways of responding to customer needs; and 4) the evolution of the sense-and-respond organization.
Dot Vertigo  Richard Nolan
		Editorial Reviews From Amazon.com "Vertigo--that dizzy, confused state of mind where your surroundings whirl about you--is disastrous for pilots who suffer disorientation and lose control of their aircraft," says Harvard Business School professor Richard Nolan, "and it is no less catastrophic for businesses and their investors who are now plunging headlong into an increasingly unpredictable economic landscape." In Dot Vertigo, Nolan proposes an antidote based on the way leading bricks-and-mortar firms and Web companies (including IBM, Merrill Lynch, drugstore.com, and Amazon.com) are successfully using the technological advances causing this frenetic confusion among others to meet the challenges of the new "permeable" or less rigid corporate world. The core of the solution is something he dubs the I-Net, which is sort of a combined Internet-Intranet that thoroughly and seamlessly integrates all internal and external functions of a given company. The first part of the book examines this vertigo or business disorientation and relates it to the need for permeability that Nolan marks as key to future success. The second completely outlines the I-Net infrastructure, including financial benchmarks and metrics necessary for building one that is fully attuned to a company's specific financial and operational realities. The third draws upon Nolan's extensive case studies of the above-mentioned firms and others to show how successful planning and implementation can be achieved. One of a growing wave of management books to reach beyond the technomarket meltdown for associated best practices that remain viable for spurring long-term strategic improvement, this will be welcomed by anyone who recognizes that technology is not the total solution but rather one critical piece of an evolving puzzle whose impacts (both good and bad) are here to stay. --Howard Rothman From Publishers Weekly To succeed in the years ahead, corporations will need "permeable" structures without boundaries between the corporation and all its stakeholders, argues Harvard Business School professor Nolan. Existing technology can be used to create strategy, not just to solve problems, he emphasizes. Information technology specialists are likely to find this book helpful in pitching their case to and as part of their plan to become senior management. Other managers are likely to be overwhelmed by the level...
The Balanced Scorecard: Translating Strategy into Action Robert S. Kaplan, David P. Norton
		Editorial Reviews From Publishers Weekly As running a corporate?or government or not-for-profit?enterprise becomes increasingly complicated, more sophisticated approaches are needed to implement strategy and measure performance. Purely financial evaluations of performance, for example, no longer suffice in a world where intangible assets?relationships and capabilities?increasingly determine the prospects for success. Kaplan, a Harvard Business School professor of accounting, and Norton, president of Renaissance Solutions, make a key contribution by describing and illustrating the balanced scorecard, a multidimensional approach to measuring corporate performance that incorporates both financial and non-financial factors. The concept of a balanced scorecard originated in a study group of 12 companies that met throughout 1990; since then, the authors have worked with several companies, including FMC Corporation, Brown & Root Energy Services, Mobil and CIGNA, to create scorecards and use them as a systematic means to implement new organizational strategy. Though still in the preliminary stages of development, balanced scorecards could represent the emergence of a new era of management sophistication, in which both the hard and soft variables of work life are taken into account in a rigorous, testable fashion. Kaplan and Norton provide an excellent, though dry, introduction to a new methodology of management. Copyright 1996 Reed Business Information, Inc. From Library Journal Kaplan (accounting, Harvard) and Norton, president of Renaissance Solutions Inc., created the "balanced scorecard" to assist businesses in moving from ideas to action, achieving long-term goals, and obtaining feedback about strategy. The balanced scorecard consists of four sections: clarifying and translating vision and strategy; communicating and linking strategic objectives and measures; planning, setting targets, and aligning strategic initiatives; and enhancing strategic feedback and...
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