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The Practical Real-Time Enterprise
The basic idea of the real-time enterprise is to become quicker. A business which wants to become a real-time enterprise has to acquire three main abilities: - Internal and external data is integrated quickly and in real time in a well-organized company data pool, - Analyses of information in the company data pool can be obtained in real time, across function boundaries and at the touch of a button, - The number of working steps performed in batch mode is shifting dramatically in favor of immediate completion in real time. The issue of communications - or real-time communications - plays a special role here. Studies have shown that processing times sometimes double when necessary communication events are handled in batch mode in the business process and not in real time. In other words, when an activity cannot be completed and lies around for days because an urgently needed partner cannot be contacted. The necessity of acquiring these three abilities has implications for the process-related, technical and organizational aspects of a business that are dealt with in detail in this book.
Across the Prairie
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The Sale of Misattributed Artworks and Antiques at Auction
In this thoroughly revised second edition, Anne Laure Bandle explores the process of attribution of artworks and antiques at auction and the commercial directive of auction houses when authenticating art and protecting themselves against misattributions. Bandle provides an extensive study of the phenomenon of ÔsleepersÕ through an in-depth analysis of the contractual relationships, liabilities and remedies that arise in the context of auction sales.
The Postwar Transformation of Germany
DIVOffers a review of how Germany changed in the fifty years since the formation of the Federal Republic of Germany by some of our most distinguished scholars /div
Using Trends and Scenarios as Tools for Strategy Development
Is my enterprise really prepared for future business? What can I do to become more competitive? Ulf Pillkahn's book is directed at all of those seeking answers to these questions: executives in strategic positions, business analysts, consultants, trend scouts, marketing and product managers and research engineers. The book presents the two most powerful tools for future planning: environmental analysis, based on the use of trends, as well as the development of visions of the future through the use of scenarios. While scenarios are generally regarded as a classical management tool, it is expected that the importance of trends will gain tremendously in the coming years. Pillkahn demonstrates h...
