The celebrated design professor here tackles the question of how best to communicate real-life experience in a two-degree format, whether on the printed page or the computer screen. The Whole Earth Review called
a "passionate, elegant revelation."

This is not a book about one thing. It's not a 250-page dissertation on leadership, teams or motivation. Instead, it's an agenda for building organizations that can flourish in a world of diminished hopes, relentless change and ferocious competition. This is not a book about doing better. It's not a manual for people who want to tinker at the margins. Instead, it's an impassioned plea to reinvent management as we know it-to rethink the fundamental assumptions we have about capitalism, organizational life, and the meaning of work. Leaders today confront a world where the unprecedented is the norm. Wherever one looks, one sees the exceptional and the extraordinary: Business newspapers decrying the state of capitalism. Once-innovative companies struggling to save off senescence. Next gen employees shunning blue chips for social start-ups. Corporate miscreants getting pilloried in the blogosphere. Entry barriers tumbling in what were once oligopolistic strongholds. Hundred year-old business models being rendered irrelevant overnight. Newbie organizations crowdsourcing their most creative work. National governments lurching towards bankruptcy. Investors angrily confronting greedy CEOs and complacent boards. Newly omnipotent customers eagerly wielding their power. Social media dramatically transforming the way human beings connect, learn and collaborate. Obviously, there are lots of things that matter now. But in a world of fractured certainties and battered trust, some things matter more than others. While the challenges facing organizations are limitless; leadership bandwidth isn't. That's why you have to be clear about what really matters now. What are the fundamental, make-or-break issues that will determine whether your organization thrives or dives in the years ahead? Hamel identifies five issues are that are paramount: values, innovation, adaptability, passion and ideology. In doing so he presents an essential agenda for leaders everywhere who are eager to...move from defense to offense reverse the tide of commoditization defeat bureaucracy astonish their customers foster extraordinary contribution capture the moral high ground outrun change build a company that's truly fit for the future Concise and to the point, the book will inspire you to rethink your business, your company and how you lead.

At a time when Internet use is closely tracked and social networking sites supply data for targeted advertising, Lars Heide presents the first academic study of the invention that fueled today's information revolution: the punched card. Early punched cards helped to process the United States census in 1890. They soon proved useful in calculating invoices and issuing pay slips. As demand for more sophisticated systems and reading machines increased in both the United States and Europe, punched cards served ever-larger data-processing purposes. Insurance companies, public utilities, businesses, and governments all used them to keep detailed records of their customers, competitors, employees, citizens, and enemies. The United States used punched-card registers in the late 1930s to pay roughly 21 million Americans their Social Security pensions, Vichy France used similar technologies in an attempt to mobilize an army against the occupying German forces, and the Germans in 1941 developed several punched-card registers to make the war effort-and surveillance of minorities-more effective. Heide's analysis of these three major punched-card systems, as well as the impact of the invention on Great Britain, illustrates how different cultures collected personal and financial data and how they adapted to new technologies. This comparative study will interest students and scholars from a wide range of disciplines, including the history of technology, computer science, business history, and management and organizational studies.

Masterfully combining his understanding of business and American history, Harvard Business School professor Richard S.Tedlow illuminates the professional and personal lives of these nineteenth- and twentieth- century titans, men with penetrating insight whose need to fulfill their destiny outweighed their fear of failure.

"Computer: A History of the Information Machine "traces the history of the computer and shows how business and government were the first to explore its unlimited, information-processing potential. Old-fashioned entrepreneurship combined with scientific know-how inspired now famous computer engineers to create the technology that became IBM. Wartime needs drove the giant ENIAC, the first fully electronic computer. Later, the PC enabled modes of computing that liberated people from room-sized, mainframe computers.
This third edition provides updated analysis on software and computer networking, including new material on the programming profession, social networking, and mobile computing. It expands its focus on the IT industry with fresh discussion on the rise of Google and Facebook as well as how powerful applications are changing the way we work, consume, learn, and socialize. "Computer" is an insightful look at the pace of technological advancement and the seamless way computers are integrated into the modern world. Through comprehensive history and accessible writing, "Computer" is perfect for courses on computer history, technology history, and information and society, as well as a range of courses in the fields of computer science, communication, sociology, and management.

“There are at least two kinds of games,” states James P. Carse as he begins this extraordinary book. “One could be called finite; the other infinite.”
Finite games are the familiar contests of everyday life; they are played in order to be won, which is when they end. But infinite games are more mysterious. Their object is not winning, but ensuring the continuation of play. The rules may change, the boundaries may change, even the participants may change—as long as the game is never allowed to come to an end.
What are infinite games? How do they affect the ways we play our finite games? What are we doing when we play—finitely or infinitely? And how can infinite games affect the ways in which we live our lives?
Carse explores these questions with stunning elegance, teasing out of his distinctions a universe of observation and insight, noting where and why and how we play, finitely and infinitely. He surveys our world—from the finite games of the playing field and playing board to the infinite games found in culture and religion—leaving all we think we know illuminated and transformed. Along the way, Carse finds new ways of understanding everything, from how an actress portrays a role to how we engage in sex, from the nature of evil to the nature of science. Finite games, he shows, may offer wealth and status, power and glory, but infinite games offer something far more subtle and far grander.
Carse has written a book rich in insight and aphorism. Already an international literary event, Finite and Infinite Games is certain to be argued about and celebrated for years to come. Reading it is the first step in learning to play the infinite game.

Why do we find ourselves living in an Information Society? How did the collection, processing, and communication of information come to play an increasingly important role in advanced industrial countries relative to the roles of matter and energy? And why is this change recent--or is it? James Beniger traces the origin of the Information Society to major economic and business crises of the past century. In the United States, applications of steam power in the early 1800s brought a dramatic rise in the speed, volume, and complexity of industrial processes, making them difficult to control. Scores of problems arose: fatal train wrecks, misplacement of freight cars for months at a time, loss of shipments, inability to maintain high rates of inventory turnover. Inevitably the Industrial Revolution, with its ballooning use of energy to drive material processes, required a corresponding growth in the exploitation of information: "the Control Revolution." Between the 1840s and the 1920s came most of the important information-processing and communication technologies still in use today: telegraphy, modern bureaucracy. rotary power printing, the postage stamp, paper money, typewriter, telephone, punch-card processing, motion pictures, radio, and television. Beniger shows that more recent developments in microprocessors, computers, and telecommunications are only a smooth continuation of this "Control Revolution." Along the way he touches on many fascinating topics: why breakfast was invented, how trademarks came to be worth more than the companies that own them, why some employees wear uniforms, and whether time zones will always be necessary. The book is impressive not only for the breadth of its scholarship but also for the subtlety and force of its argument. It will be welcomed by sociologists, economists, historians of science and technology, and all curious in general.

This hardcover edition is available only in a premium, full-cloth binding. It will not ship with a dust jacket. Today's business environment demands significant changes in the way we do business. Simply formulating strategy is no longer sufficient; we must also design the processes to implement it effectively. The key to change is process innovation, a revolutionary new approach that fuses information technology and human resource management to improve business performance. The cornerstone to process innovation's dramatic results is information technology--a largely untapped resource, but a crucial enabler of process innovation. In turn, only a challenge like process innovation affords maximum use of information technology's potential. Davenport provides numerous examples of firms that have succeeded or failed in combining business change and technology initiatives. He also highlights the roles of new organizational structures and human resource programs in developing process innovation. Process innovation is quickly becoming the byword for industries ready to pull their companies out of modest growth patterns and compete effectively in the world marketplace.

MANAGEMENT CHALLEGES FOR THE 21ST CENTURY is a breakthrough work, even for Peter Drucker. Through 6 impressive essays, Professor Drucker sets the agenda for the next several decades, for every organization and individual. He begins by pointing out that the way most people think about management is all wrong, and immediately needs to be changed. He outlines the needed changes. He then picks the key strategy issues that will strongly affect all organizations for the next 50 years. Next, he points out that we live in turbulent times and that one must lead the changes that one's organization must make so they occur faster than for the competition. There is no choice for any organization, except to fail to survive. From there, he points out that we have information TECHNOLOGY, but very little information worth looking at on the devices the technology brings us. He goes on to define what must be done to create the right information. In a remarkable section, he then tells how to create knowledge worker productivity (something he has said in the past that no one knows how to do). Finally, he provides a remarkable essay on how to get the most out of yourself, for yourself. These essays were previewed in leading publications, and substantially improved from the originals. There is no repetition of his work and thinking from earlier books. This is like finding a whole new Peter Drucker. I especially loved the new examples that he included, as well as his historical references that only Peter Drucker can make. YOU ARE MAKING A BIG MISTAKE IF YOU FAIL TO BUY, READ, AND APPLY THE IMPORTANT LESSONS OF THIS BOOK. If you read only one book by Peter Drucker, read this one! I was especially pleased to see that he addressed the stalls that delay organizational progress such as the old habits reinforced by tradition, unwillingness to address the new through disbelief, poor communications at all levels (he states the rules that you must follow to be a better communicator and be more effective), needless interactions fostering mindless bureaucracy, the temptation to procrastinate (standing still in front of a truck about to run you over is a mistake you will not repeat), avoiding the unattractive key issues of your organiztion (he recommends doing the dirty jobs yourself for several weeks a year in order to understand how to improve), and failing to set high standards. As always, the book is filled with powerful questions that you can answer for yourself in order to accomplish much, much more and feel great while you do so. Read and apply the lessons of this book and you will have many more 2,000 percent solutions (achieving 20 times the usual results with the same resources or getting the same results 20 times faster).

This book offers an in-depth look at today's most pressing business issues through the eyes of Peter Drucker - the father of modern management. "Channeling Peter Drucker to tackle some of this century's most difficult topics, "What Would Drucker Do Now?" is a veritable treasure trove of fascinating reading. Drucker's insights were nothing short of remarkable, and Rick Wartzman pays high tribute to that fact while adding a few of his own". (Marshall Goldsmith, author of the New York Times bestsellers "Mojo" and "What Got You Here Won't Get You There"). "Rick Wartzman has accomplished what I didn't think was possible: a tapestry of ideas drawn from Wartzman's observations and personal experiences, woven together with the wisdom of the most important management thinker of this or any other age". (Warren Bennis, Distinguished Professor of Management, the University of Southern California, and author of the recently published "Still Surprised: A Memoir of a Life in Leadership"). "Peter Drucker's thinking has had an enduring impact on consumer-driven companies like Macy's...["What Would Drucker Do Now?"] serves as a compendium of the very best ideas that can help all of our companies win in a highly competitive marketplace for products, services, and customer experiences". (Terry Lundgren, Chairman, President, and CEO, Macy's Inc). "This collection of essays ...will broaden you as a manager, a leader, and as a human being...Rick Wartzman has done the world a great service by collecting the most incisive observations of a beautiful mind and linking them to problems that face leaders and organizations everywhere". (Brian Walker, President and CEO, Herman Miller, Inc). "If Peter Drucker is the master, Rick Wartzman is the prized pupil. Drucker would be delighted to see his theories applied in such a cogent, thoughtful fashion". (Jim Weddle, Managing Partner, Edward Jones, and consulting client of Peter Drucker). About the Book: As technology, globalization, and business innovation advance at breakneck speed, the question "What would Drucker do now?" becomes more relevant by the day. More than anyone of his time, Peter Drucker understood how the individual, the organization, and society are interrelated. And no one better recognized and articulated the challenges facing all three - or came up with more practical solutions to those challenges. Since 2007, the Drucker Institute's executive director, Rick Wartzman, has been asking what Drucker would do on a regular basis - in his popular online column for "Bloomberg Businessweek". In each piece, Wartzman introduces a current issue and provides a view of it through the eyes of Peter Drucker, based on his deep knowledge of Drucker's ideas and ideals. "What Would Drucker Do Now?" culls Wartzman's best, most timely columns into a single volume, offering a perspective on business and society you won't find anywhere else. Featuring more than 80 articles, the book is organized into seven thematic sections: Management as a Discipline; The Practice of Management; Management Challenges for the Twenty-First Century On Wall Street and Finance On Values and Responsibility; The Public and Social Sectors; Art; Music; and, Sports. Covering everything from the federal bailout of GM and the scandal at Goldman Sachs to the roles religion and race relations play in a well-functioning society, "What Would Drucker Do Now?" explores a range of subjects as broad as Drucker's remarkable mind. Wartzman provides a smart, original, and provocative look at a world being buffeted by change and in which all organizations - private, public, and nonprofit - are searching for answers. What would Drucker do now, indeed?

The capacity to think about our own thinking may lie at the heart of what it means to be both human and intelligent. Philosophers and cognitive scientists have investigated these matters for many years. Researchers in artificial intelligence have gone further, attempting to implement actual machines that mimic, simulate, and perhaps even replicate this capacity, called metareasoning. In this volume, leading authorities offer a variety of perspectives--drawn from philosophy, cognitive psychology, and computer science--on reasoning about the reasoning process. The book offers a simple model of reasoning about reason as a framework for its discussions. Following this framework, the contributors consider metalevel control of computational activities, introspective monitoring, distributed metareasoning, and, putting all these aspects of metareasoning together, models of the self. Taken together, the chapters offer an integrated narrative on metareasoning themes from both artificial intelligence and cognitive science perspectives.

The Invocation Model of Process Expression argues that mathematics does not provide the most appropriate conceptual foundations for computer science, but, rather, that these foundations are a primary source of unnecessary complexity and confusion.  It supports that there is a more appropriate conceptual model that unifies forms of expression considered quite disparate and simplifies issues considered complex and intractable.  This book presents that this model of process expression is alternative theory of computer science that is both valid and practical.

From the inventor of the PalmPilot comes a new and compelling theory of intelligence, brain function, and the future of intelligent machines

Jeff Hawkins, the man who created the PalmPilot, Treo smart phone, and other handheld devices, has reshaped our relationship to computers. Now he stands ready to revolutionize both neuroscience and computing in one stroke, with a new understanding of intelligence itself.
Hawkins develops a powerful theory of how the human brain works, explaining why computers are not intelligent and how, based on this new theory, we can finally build intelligent machines.
The brain is not a computer, but a memory system that stores experiences in a way that reflects the true structure of the world, remembering sequences of events and their nested relationships and making predictions based on those memories. It is this memory-prediction system that forms the basis of intelligence, perception, creativity, and even consciousness.
In an engaging style that will captivate audiences from the merely curious to the professional scientist, Hawkins shows how a clear understanding of how the brain works will make it possible for us to build intelligent machines, in silicon, that will exceed our human ability in surprising ways.
Written with acclaimed science writer Sandra Blakeslee, On Intelligence promises to completely transfigure the possibilities of the technology age. It is a landmark book in its scope and clarity.

The teaching of organization theory and the conduct of organizational research have been dominated by a focus on decision-making and the concept of strategic rationality. However, the rational model ignores the inherent complexity and ambiguity of real-world organizations and their environments. In this landmark volume, Karl E Weick highlights how the 'sensemaking' process shapes organizational structure and behaviour. The process is seen as the creation of reality as an ongoing accomplishment that takes form when people make retrospective sense of the situations in which they find themselves.

Enterpreneurship is central to the market process, and yet most theories of it fail to tackle the problem of how economic agents learn from their experience. This book redresses this by systematically applying the ideas of Karl Popper. It treats the entrepeneur as a theorist who develops conjectures which are then tested by exposure to the market, in an effort to eliminate errors. This is a critical aspect of the development of new ventures, as most entrepeneurial ideas turn out to be mistakes, at least in their original form.

Few books on software project management have been as influential and timeless asThe Mythical Man-Month. With a blend of software engineering facts and thought-provoking opinions, Fred Brooks offers insight for anyone managing complex projects. These essays draw from his experience as project manager for the IBM System/360 computer family and then for OS/360, its massive software system. Now, 20 years after the initial publication of his book, Brooks has revisited his original ideas and added new thoughts and advice, both for readers already familiar with his work and for readers discovering it for the first time. The added chapters contain (1) a crisp condensation of all the propositions asserted in the original book, including Brooks' central argument in The Mythical Man-Month: that large programming projects suffer management problems different from small ones due to the division of labor; that the conceptual integrity of the product is therefore critical; and that it is difficult but possible to achieve this unity; (2) Brooks' view of these propositions a generation later; (3) a reprint of his classic 1986 paper "No Silver Bullet"; and (4) today's thoughts on the 1986 assertion, "There will be no silver bullet within ten years."

在线阅读本书
Your company's data has the potential to add enormous value to every facet of the organization -- from marketing and new product development to strategy to financial management. Yet if your company is like most, it's not using its data to create strategic advantage. Data sits around unused -- or incorrect data fouls up operations and decision making.
In Data Driven , Thomas Redman, the "Data Doc," shows how to leverage and deploy data to sharpen your company's competitive edge and enhance its profitability. The author reveals:
The special properties that make data such a powerful asset
The hidden costs of flawed, outdated, or otherwise poor-quality data
How to improve data quality for competitive advantage
Strategies for exploiting your data to make better business decisions
The many ways to bring data to market
Ideas for dealing with political struggles over data and concerns about privacy rights
Your company's data is a key business asset, and you need to manage it aggressively and professionally. Whether you're a top executive, an aspiring leader, or a product-line manager, this eye-opening book provides the tools and thinking you need to do that.