- Taschenbuch: 288 Seiten
- Verlag: Basic Books; Auflage: Revised. (21. September 1999)
- Sprache: Englisch
- ISBN-10: 0738201537
- ISBN-13: 978-0738201535
- Größe und/oder Gewicht: 1,9 x 15,9 x 23,5 cm
- Durchschnittliche Kundenbewertung: 8 Kundenrezensionen
- Amazon Bestseller-Rang: Nr. 218.885 in Fremdsprachige Bücher (Siehe Top 100 in Fremdsprachige Bücher)
- Komplettes Inhaltsverzeichnis ansehen
Clockspeed: Winning Industry Control In The Age Of Temporary Advantage (Englisch) Taschenbuch – 21. September 1999
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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.
In business today, all advantage is temporary. In order to survive-let alone thrive-companies must be able to anticipate and adapt to change, or face rapid, brutal extinction. In Clockspeed, Charles Fine draws on a decades worth of research at M. I. T. s Sloan School of Management to introduce a new vocabulary for understanding the forces of competition and making strategic decisions that will determine the destiny of your company, as well as your industry. Taking inspiration from the world of biology, Fine argues that each industry has its own evolutionary life cycle (or clockspeed), measured by the rate at which it introduces new products, processes, and organizational structures. Just as geneticists study the fruit fly to gain insight into the evolutionary paths of all animals, managers in any industry can learn from the industrial fruit flies-such as Internet services, personal computers, and multimedia entertainment-which evolve through new generations at breakneck speed. Applying the lessons of the fruit flies to industries as diverse as bicycles, pharmaceuticals, and semiconductors, Fine illustrates how competitive advantage is lost or gained by how well a company manages dynamic web of relationships that run throughout its chain of suppliers, distributors, and alliance partners. Packed with revolutionary concepts and tools to help managers make key strategic decisions that affect current and future performance, Clockspeed shows, as no other book before it, how the ultimate core competency is mastering the art of supply chain design, carefully choosing which components and capabilities to keep in-house and which to purchase from outside. The consequences of faulty of visionary decisions can be enormous and dramatic. Witness the case of IBM in the early 1980s, when it outsourced key PC components to Microsoft and Intel, unleashing the Intel Inside phenomenon and a complete restructuring of the computer industry. Going further, Fine sees the personal computer as merely a component in the vast information-entertainment industry, which evolves at speeds unimagined a few years ago. He uses this fruit fly as well to peer into the future of industrial evolution and find practical advice for players in all industries, from automobiles to health care information systems. Clockspeed not only serves up some new laws of value chain dynamics, but it also offers recommendations for achieving industry leadership through simultaneous product, process, and supply chain design. In challenging managers to think like corporate geneticists Clockspeed contributes the next creative leap in business strategy.Alle Produktbeschreibungen
B. Customer service
C. Market dominance
E. Supply chain design
If you chose E, then you and Charles Fine would get along famously. Fine believes that everything can be explained and even controlled by optimizing the supply chain. Industry evolution, competitive advantage, vertical integration, you name it: all are grist to the mill of supply chain dynamics. And as you trek through increasingly dense thickets of his book, studying such exotic flora as design structure matrices and 3-D concurrent engineering, Fine accompanies you in the role of pith-helmeted guide, discoursing upon the ineluctable primacy of his favorite subject.
You don't have to be a convert to the cult of the supply chain to see value in this book. But you do have to love metaphors. Fearing lest the reader find the subject a trifle dry, the author has chosen to frame his arguments in terms of genetics. In industries with faster clockspeeds - the rapid supply chain evolutions experienced by makers of personal computers, semiconductors, and even running shoes - companies are fruit flies, whose evolution we can observe from egg to carcass. Only the fittest and most adaptable survive, largely by applying the power of the double helix of business. The DNA can be mapped, the molecules engineered, the genes enriched and cloned, and so on.
Illustration by analogy has its place, but over the long haul it palls and wearies. What should have been a straightforward book on supply chains ends up distracting with a glib vocabulary. Can a Mobius-strip cycle between the integrated and the modular be termed a "double helix" if it doesn't establish a genetic code or look like a corkscrew ladder? Should we learn from fruit fly companies because their clockspeed is conveniently short, or because every company's clockspeed is accelerating? If real-life fruit flies are studied because their genetic structure resembles that of humans, are we wise to assume that Intel has the same genetic structure as Boeing? What is a corporate genetic structure, anyway?
Clockspeed would tick along more convincingly if it lost the first sixty-eight pages. There'd still be plenty of arguments - whether Fine's observations apply to non-manufacturing organizations, whether the laws of the supply chain are truly predictive - but they would at least be the right arguments, the sort of thoughts a stimulating work provokes. Unfortunately, the siren call of metaphor has lured an otherwise seaworthy vessel onto rocky shores. By the time the ship is put to sea again, you may have lost your taste for the voyage.
This morning I was listening to a lecture from Brad Geagley of Disney Imagineering describing their new retail theme parks "DisneyQuest." Just as Disney always does, they are applying the latest technology to entertainment. Mr. Geagley described how Disney has to keep certain elements of its attractions upgradeable because the technology is changing at different rates. The mechanical aspects (head-mounted displays, etc.) are designed in-house with lengthy half-lives. Other parts, like the software and animation technology, are changing every few months. Some technologies are outsourced (Silicon Graphics), while other aspects such as the animation are proprietary and done in-house. All of these made me immediately think that these guys should get a copy of this book. They would feel much more in control of the process.
Thanks Prof. Fine.
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