| |
| |
| Microsoft Executive Leadership Series: Series Foreword | |
| |
| |
| Preface | |
| |
| |
| |
| Responsiveness Trumps Efficiency | |
| |
| |
| The World Behaves Like a Stock Market | |
| |
| |
| Efficiency Is Only Half of the Equation | |
| |
| |
| Traditional Business Models Are Coming Up Short | |
| |
| |
| Efficiency without Responsiveness Will Kill Your Company | |
| |
| |
| Customer Relationships Are the Most Valuable Asset | |
| |
| |
| The Value-Added Paper Cup | |
| |
| |
| A Most Amazing Innovation | |
| |
| |
| Using Information Technology to Make Money | |
| |
| |
| All Products and Services Have Two Components | |
| |
| |
| Notes | |
| |
| |
| |
| Generating Alpha | |
| |
| |
| Value-Added Services and Entrepreneurial Employees Generate Alpha | |
| |
| |
| Escape from the Trap of Commoditized Jobs | |
| |
| |
| Welcome to the First World-Now Your Labor Rates Are Too High | |
| |
| |
| New Opportunities to Create Value | |
| |
| |
| Responsiveness Enables a Higher Standard of Living | |
| |
| |
| Fix the Opportunity Gap | |
| |
| |
| Profit Potential of the Self-Adjusting Feedback Loop | |
| |
| |
| Toward a Responsive Business Operating Strategy | |
| |
| |
| Use People and Computers Each for Their Strengths | |
| |
| |
| Notes | |
| |
| |
| |
| Principles of the Responsive Organization | |
| |
| |
| More Coordination, Less Control | |
| |
| |
| End of Control As We Know It-The Dynamics of Swarming | |
| |
| |
| Leadership for the Responsive Organization | |
| |
| |
| Dynamics of the Responsive Organization | |
| |
| |
| Structure of the Responsive Organization | |
| |
| |
| Notes | |
| |
| |
| |
| Speed, Simplicity, and Boldness | |
| |
| |
| Five Themes from The Art of War | |
| |
| |
| Insights from People Who Have Been There | |
| |
| |
| Observe-Orient-Decide-Act | |
| |
| |
| Maneuver Warfare | |
| |
| |
| Modern Warfighting | |
| |
| |
| Notes | |
| |
| |
| |
| Strategically Focused, Tactically Responsive | |
| |
| |
| Awareness Drives Effective Strategy (Loop 1) | |
| |
| |
| Balancing Means Continuous Improvement (Loop 2) | |
| |
| |
| Agility Means Move It or Lose (Loop 3) | |
| |
| |
| Reinforcing Feedback for Creating Something New | |
| |
| |
| Pulling It All Together | |
| |
| |
| A Formula to Measure Business Responsiveness | |
| |
| |
| Thoughts on a Formula for Business Responsiveness | |
| |
| |
| Serious Games | |
| |
| |
| Notes | |
| |
| |
| |
| Thriving in a Competitive, Fast-Paced World | |
| |
| |
| Leadership in the Old World and the New | |
| |
| |
| Agility and Innovation Are Related to Leadership Practices | |
| |
| |
| Three Applications with Great Potential | |
| |
| |
| Principle of Combined Arms Applied to Business | |
| |
| |
| A Supply Chain Game | |
| |
| |
| Agile Systems for Responsive Operations | |
| |
| |
| IT Agility Enables Business Innovation | |
| |
| |
| Notes | |
| |
| |
| |
| Ya Gotta Wanna | |
| |
| |
| We Are Capable of Great Things | |
| |
| |
| Executive Behavior Defines the Workplace | |
| |
| |
| Thoughts on the Practice of Agility | |
| |
| |
| Agile Is Not Easy | |
| |
| |
| The 30-Day Blitz: IT Agility in Action | |
| |
| |
| Agility Means Simple Things Done Well Not Complex Things Done Fast | |
| |
| |
| Agility Has a Tempo that Ebbs and Flows | |
| |
| |
| Notes | |
| |
| |
| |
| The Essence of Innovation | |
| |
| |
| How to Get Inspired | |
| |
| |
| The Challenge of Making Something New | |
| |
| |
| Art, Sports, and Business All Blend Together | |
| |
| |
| Innovation is a Constant Mixing of Ideas | |
| |
| |
| Picture of a Responsive Company | |
| |
| |
| Five Key Characteristics of the Responsive Organization | |
| |
| |
| Sustainable Prosperity | |
| |
| |
| Note | |
| |
| |
| |
| Executive Checklist for Monitoring Development Projects | |
| |
| |
| |
| Goodness of System Design | |
| |
| |
| |
| Progress Made Developing the System | |
| |
| |
| |
| Competence and Confidence of People on the Project | |
| |
| |
| Notes | |
| |
| |
| |
| Seven Strategic Guidelines for Designing Systems | |
| |
| |
| Note | |
| |
| |
| Index | |