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Chasing the Rabbit How Market Leaders Outdistance the Competition and How Great Companies Can Catch Up and Win 追兔子：大企业成功之路书籍详细信息
- ISBN：9780071499880
- 作者：暂无作者
- 出版社：暂无出版社
- 出版时间：2008-09
- 页数：409
- 价格：201.50
- 纸张：胶版纸
- 装帧：精装
- 开本：16开
- 语言：未知
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- TAG：暂无
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内容简介：
How can companies perform so well that their industry counterparts are competitors in name only? Although they operate in the same industry, serve the same market, and even use the same suppliers, these “rabbits” lead the race and, more importantly, continually widen their lead. In Chasing the Rabbit, Steven J. Spear describes what sets high-velocity, market-leading organizations apart and explains how you can lead the pack in your industry.
Spear examines the internal operations of dominant organizations, including Toyota, Alcoa, Pratt & Whitney, the US Navy's Nuclear Power Program, and top-tier teaching hospitals--organizations operating in vastly differing industries, but which share one thing in common: the skillful management of complex internal systems that generates constant, almost automatic self-improvement at rates faster, durations longer, and breadths wider than anyone else musters. As a result, each enjoys a level of profitability, quality, efficiency, reliability, and agility unmatched by rivals. Chasing the Rabbit shows how to:
Build a system of “dynamic discovery” designed to reveal operational problems and weaknesses
Attack and solve problems at the time and in the place where they occur, converting weaknesses into strengths
Disseminate knowledge gained from solving local problems throughout the company as a whole
Create managers invested in the process of continual innovation
Whatever kind of company you operate--from technology to finance to healthcare--mastery of these four key capabilities will put you on the fast track to operational excellence, where you will generate faster, better results using less capital and fewer resources. Apply the lessons of Steven J. Spear's and leave the competition in the dust.
书籍目录：
FOREWORD
PREFACE
ACKNOWLEDGMENTS
CHAPTER 1. Getting to the front of the pack
CHAPTER 2. Complexity: the good and the bad news
CHAPTER 3. How complex systems fail
CHAPTER 4. How complex systems succeed
CHAPTER 5. High velocity under the sea, in the air and on the web
CHAPTER 6. Capability 1: system design and operation
CHAPTER 7. Capability 2: problem solving and improvement
CHAPTER 8. Capability 3: knowledge sharing
CHAPTER 9. Capability 4: developing high-velocity skills in others
CHAPTER 10. High-velocity crisis recovery
CHAPTER 11. Creating high-velocity health-care organizations
CHAPTER 12. Conclusion
REFERENCES
NOTES
INDEX
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Winner of the Shingo Prize for Research and Professional Publication, 2009 . How can companies perform so well that their industry counterparts are competitors in name only? Although they operate in the same industry, serve the same market, and even use the same suppliers, these �rabbits� lead the race and, more importantly, continually widen their lead. In Chasing the Rabbit , Steven J. Spear describes what sets high-velocity, market-leading organizations apart and explains how you can lead the pack in your industry. . . Spear examines the internal operations of dominant organizations, including Toyota, Alcoa, Pratt And Whitney, the US Navy's Nuclear Power Program, and top-tier teaching hospitals--organizations operating in vastly differing industries, but which share one thing in common: the skillful management of complex internal systems that generates constant, almost automatic self-improvement at rates faster, durations longer, and breadths wider than anyone else musters. As a result, each enjoys a level of profitability, quality, efficiency, reliability, and agility unmatched by rivals. Chasing the Rabbit shows how to: . . Build a system of �dynamic discovery� designed to reveal operational problems and weaknesses. Attack and solve problems at the time and in the place where they occur, converting weaknesses into strengths . Disseminate knowledge gained from solving local problems throughout the company as a whole . Create managers invested in the process of continual innovation . . Whatever kind of company you operate--from technology to finance to healthcare--mastery of these four key capabilities will put you on the fast track to operational excellence, where you will generate faster, better results using less capital and fewer resources. Apply the lessons of Steven J. Spear's and leave the competition in the dust. .
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