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Every manager must manage two companies simultaneously. The present one and the future one. If he manages just the first but neglects the future firm, the organisation, given environmental change, will soon become obsolete. If he manages just the second but neglects day-to-day business, it will never reach the future. Consequently any corporate executive must be both a manager (to deal with the present firm) and an entrepreneur (to create the future one). This is the eternal dilemma of management - the urgent (day-to-day) and the important (the future) - which have to be reconciled. Only when both the present and future firms are well managed is good performance achieved. Otherwise a manager will be doing only half his/her job, not the full job. Using two detailed case studies from start to end, this book shows how not to neglect the future.
Every manager has to manage simultaneously two firms, the present one and the future one. The first is managed through the functional departments; Marketing, Finance, etc. The second is managed through the planning department. The tension between these two firms presents risks and opportunities. The author, with the use of detailed case studies, provides a new strategic framework for companies and organisations to approach these issues.
Un libro sobre management estratégico con un título de guerra'. Este es un libro sobre management estratégico; es decir, sobre estrategia en la administración de los negocios. No trata sobre la guerra. Entonces, a que viene semejante título? Y, por qué dedicar el primer capítulo a temas de guerra? El título LOS SEÑORES DE LA GUERRA proviene del hecho de que la economía es hoy lo que Clausewitz (uno de los grandes intérpretes de Napoleón) dijo una vez de la guerra: la continuación de la política por otros medios. Por qué entonces dedicar el capítulo inicial de este libro a un tema militar (la campaña de Aníbal contra los romanos, 218-216 a.C.)'. Porque el arte de la guerra f...
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