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Business Valuation Body of Knowledge: Exam Review and Professional Reference
Shannon P. Pratt
Manufacturer: Wiley
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ASIN: 0471403075 |
Book Description
- Written by Shannon Pratt, one of the leading gurus in the business valuation field.
- Case study approach includes problems, solutions, and over 100-multiple-choice test questions.
- A reference and review of the core body of knowledge for those who need a grasp on business valuation even though they might not be seeking a professional designation.
Book Description
Developing Knowledge-Based Client Relationships, Second Edition, shows organizations how to lead their key clients into lasting, profitable, high-value relationships. Building on the powerful, tested principles of knowledge-based client relationships, Ross Dawson provides clear and extremely practical approaches for all professional and knowledge-based firms on how to create unique value for both clients and themselves.
Detailed case studies across a wide variety of professional services industries offer valuable insights into world leading practice in the field.
He examines key client programs, and how to create deeper knowledge-based relationships through these. He discusses in detail the collaborative technologies available today and how they can be used in client relationships, along with managing portfolios of communications channels. He also discusses firm-wide relationship management, leading relationship teams, and value-based pricing for knowledge-based client relationships. This is done by presenting underlying theoretical framework, a variety of tools for structuring relationships and presenting knowledge to clients, and numerous case studies and examples of firms which have implemented these concepts successfully.
*Completely updated and revised to focus on the latest thinking in client relationships and professional services
* Discusses how to make effective use of the new collaborative technologies
* Includes numerous case studies and examples of real professional services firms
Download Description
Developing Knowledge-Based Client Relationships, Second Edition, focuses on high-value client relationships and key drivers of these today, in particular knowledge-based client relationships. Author Ross Dawson presents clearly and in an extremely practical fashion what knowledge organizations can do to enhance the value of the knowledge they deliver to clients in order to strengthen the client relationship, provide client leaderships, and develop mutually profitable relationships. Dawson then presents a framework for enhancing the client relationship capabilities of the firm, which examines strategy, structures, processes, skills and culture as key enablers of relationship capabilities. He examines key client programs, and how to create deeper knowledge-based relationships through these. He discusses in detail the collaborative technologies available today and how they can be used in client relationships, along with managing portfolios of com
Customer Reviews:
Hitting the Suite Spot.......2005-09-13
The only thing wrong with this book is that more CEOs don't read it. Ross Dawson captures and communicates the strategic and tactical imperatives to help any organization (or person) build lasting and successful client relationships. It is akin to something you always knew but didn't know how to say. Ross does all the work and makes it seem easy. From placing value on your services (do you want to be a commodity or a partner) to implementing collaborative technologies, Ross tells it like it is, in a way that even the most static organization can understand and embrace. A must read for anyone who wants to survive in today's marketplace. Great for marketing communications professionals in particular (at advertisers or at agencies).
Tony Keevan
Great Upgrade in the second edition.......2005-08-13
Ross Dawson has recently produced the second edition to his successful Developing Knowledge-Based Client Relationships. Opening sentences set the tone: "Knowledge and relationships are where all value resides in today's economy...Moreover, knowledge itself is all about relationships." This resonates well with my experience. In this book, Ross looks at this issue in the context of professional service firms, a market in which I spent over 20 years of service. In this case, a client is not simply purchasing the services of the smart individual assigned to them, but the collective knowledge of the entire firm. That is where the unique value lies. Otherwise a simple placement service at much lower rates would be sufficient.
This is the second edition of a book which first appeared in 2000. One of the major upgrades came from an understanding that if you clients do not recognize the value you create for them through more knowledge-based relationships and services, it does not help you or your clients. This new edition addresses this issue by proving material on how to lead your clients through knowledge based relations and understand the value they bring. Ross provides a useful model for obtaining a deep partnership with your client. The four stages are engaging, aligning, deepening, and partnering. While there are many such models, I have found them useful focal points for activities. For example, we used a somewhat similar model to design our internal marketing efforts at Ryder. It helps to ensure that you are laying the right foundation for a deep relationship and not getting ahead of the process. You do not what to conduct aligning activities until you are engaged, etc. Sounds simple, but this point is often overlooked in practice without a model to check against.
There is a good section on the current and future status of professional service firms and a multi-chapter section on how these firms can add value by promoting knowledge-based relationships with their clients. Being very practical I was especially interested in the final section on implementation. How can you practically do this stuff? As Ross wrote, the real value is making these things happen. I was not disappointed here. He gives a robust framework of the five key domains: strategies, structures, process, skills, and culture. But, more importantly, fills this framework in with specific suggestions.
Next, follows a review of the growing communication channels available to connect with clients and their strengths and limitations. There is a tradeoff between efficiency and relationship strength. But the high payoff activities come from the high relationship initiatives. Ross extends this approach to offer ways to expand client contact beyond the initial relationships that brought you into the firm. This expanded contact requires greater guidance and leadership to ensure consistency and alignment with your objectives for the client and this leadership is the subject of the next chapter. Here he makes use of the four stage model introduced earlier, engaging, aligning, deepening, and partnering, and applies it to a variety of communication channels. I have found that a key to success in most consulting relationships is active involvement by the client. The best initiatives, the ground breaking ones, came from a partnering with some smart client people. The worst were ones were we were forced to do it for them. Ross develops this theme in the next chapter on co-creation with some excellent examples such as the successful London ad agency, Mother.
Ross concludes with an appendix on the nature of mental models drawing on cognitive science. This was my academic field so I read this piece with great interest. He covers the two main types of mental representations, analogical or sensory based like images, and propositional which are abstract in nature and best represented by language and math. These two forms can complement each other but their qualities need to recognized and taken advantage of in communication. The goal of this review of the basic concepts of cognitive science is to provide a grounding in ways to more effectively transfer knowledge. To transfer knowledge we must understand how people acquire this knowledge.
I certainly recommend this book to anyone who wants to develop deeper client relations, create more impactful initiatives and enable their clients to appreciate the significance of this work.
Amazon.com
So where do you want to go tomorrow? That's the question Bill Gates tries to answer in Business @ the Speed of Thought. Gates offers a 12-step program for companies wanting to do business in the next millennium. The book's premise: Thanks to technology, the speed of business is accelerating at an ever-increasing rate, and to survive, it must develop an infrastructure--a "digital nervous system"--that allows for the unfettered movement of information inside a company. Gates writes that "The most meaningful way to differentiate your company from your competition ... is to do an outstanding job with information. How you gather, manage, and use information will determine whether you win or lose."
The book is peppered with examples of companies that have already successfully engineered information networks to manage inventory, sales, and customer relationships better. The examples run from Coca-Cola's ability to download sales data from vending machines to Microsoft's own internal practices, such as its reliance on e-mail for company-wide communication and the conversion of most paper processes to digital ones (an assertion that seems somewhat at odds with the now-infamous "by hand on sheets of paper" method of tracking profits that was revealed during Microsoft's antitrust trial).
While Gates breaks no new ground--dozens of authors have been writing about competing on a digital playing field for some time, among them Carl Shapiro and Hal Varian in Information Rules and Patricia Seybold in Customers.com--businesses that want a wakeup call may find this book a ringer. With excerpts in Time magazine, a dedicated Web site, and an all-out media assault, Microsoft is working hard to push Business @ the Speed of Thought into the national dialogue, and for many it will be difficult to see the book as anything but a finely tuned marketing campaign for the forthcoming versions of Windows NT and MS Office. Nevertheless, as Gates has shown time and time again, him, Microsoft, and perhaps even this book you may ignore at your own peril. --Harry C. Edwards
Book Description
So where do you want to go tomorrow? That's the question Bill Gates tries to answer in Business @ the Speed of Thought. Gates offers a 12-step program for companies wanting to do business in the next millennium. The book's premise: Thanks to technology, the speed of business is accelerating at an ever-increasing rate, and to survive, it must develop an infrastructure--a "digital nervous system"--that allows for the unfettered movement of information inside a company. Gates writes that "The most meaningful way to differentiate your company from your competition ... is to do an outstanding job with information. How you gather, manage, and use information will determine whether you win or lose."The book is peppered with examples of companies that have already successfully engineered information networks to manage inventory, sales, and customer relationships better. The examples run from Coca-Cola's ability to download sales data from vending machines to Microsoft's own internal practices, such as its reliance on e-mail for company-wide communication and the conversion of most paper processes to digital ones (an assertion that seems somewhat at odds with the now-infamous "by hand on sheets of paper" method of tracking profits that was revealed during Microsoft's antitrust trial).While Gates breaks no new ground--dozens of authors have been writing about competing on a digital playing field for some time, among them Carl Shapiro and Hal Varian inInformation Rules and Patricia Seybold inCustomers.com--businesses that want a wakeup call may find this book a ringer. With excerpts in Time magazine, a dedicated Web site, and an all-out media assault, Microsoft is working hard to push Business @ the Speed of Thought into the national dialogue, and for many it will be difficult to see the book as anything but a finely tuned marketing campaign for the forthcoming versions of Windows NT and MS Office. Nevertheless, as Gates has shown time and time again, him, Microsoft, and perhaps even this book you may ignore at your own peril. --Harry C. Edwards
Customer Reviews:
The bible of High technology management.......2004-04-21
Great book by great man. I would say the way Gates presented his thoughts by real-life examples is extra ordinary. I think great men like him should always write books like this.
telling..........2004-02-06
Gates has missed the cluetrain. Microsoft is still engaging in the us against them corporate mentality, and this book reveals why. He's so focussed on the boardroom mentality that he seems to have no clue what his CUSTOMERS want. It's all about how the internet can serve the company, rather than how the company can fill the needs of the community.
Business according to Chairman Bill.......2003-09-16
Business @ the Speed of Thought provides a great overview of how companies need to adjust their internal business systems to survive, adapt and embrace new technologies. The book is written in a non-technical way which makes it ideal for non IT managers. I recommend it.
Apple vs. Microsoft over the 'mouse graphics interface'........2003-06-08
Originally the 'mouse' belonged to 'Xerox',later Steve Jobs acquired the 'mouse' for the exclusive use by 'Apple Computer' only,which in turn gave 'Apple' the edge over their rivals like 'IBM'. With 'Apple' having the exclusive 'legal right' and 'ownership' over the 'mouse',Steve Jobs was invincible in the computer business world,and an 'Apple computer' was the thing to get. Later, Steve Jobs invited Bill Gates to 'Apple',and Bill Gates learned the inner workings of the 'mouse',in turn he adapted the 'mouse graphics interface' to his 'Microsoft Windows',and later started to peddle the 'mouse' to rivals like 'IBM','H/P','Sony','Toshiba',and etc. In turn the 'mouse graphics interface' that belonged 'solely' to 'Apple' exclusively,now also belonged to 'Apple's' rivals,by purchasing the 'Microsoft Windows' program,with a high 'payable' license fee 'paid' to a Mr. Bill Gates. Alot of computer companies can make a 'Microsoft Windows' platform,but can't use the 'mouse graphics interface' without the permission of 'Apple' or 'Microsoft Windows',without the use of the 'mouse graphics interface',you got nothing,and that's where Bill Gates has a 'monopoly' on the the 'Windows' platform. Anybody who tries to 'copy' the 'mouse graphics interface',will get their 'can' sued-off to the hilt by both 'Apple' and 'Microsoft Windows'. This is why the President of 'Apple'(at the time), John Sculley fired Steve Jobs,because Steve Jobs lost the 'mouse graphics interface' to Bill Gates,and in turn gave Bill Gates the edge over his rivals,which is 'none' to date. In plain English,Steve Jobs just fumbled the 'ball',and was intercepted by Bill Gates,the 'ball' being the 'mouse graphics interface'. Today 'Microsoft Windows' acts as 'Apples' agent and distributor for the 'mouse graphics interface',which is the sole property of 'Apple Computer',and joint partner 'Microsoft Windows'.
Simple, but Sweet!.......2003-04-15
OVERVIEW
Business at the Speed of Thought is far more than a position paper on his business strategies, nor is it a public relations effort to soften the critics or judiciary overseers. The book takes a higher conceptual approach, focusing on the imperative role of information and knowledge management will play in running today's organizations. Gates speaks as a consultant, using the successes and failures of real companies, in a case-study approach, to support his philosophies and strategies. It is more basic than revolutionary, but the vision is expressed with great clarity and given depth and breadth through pragmatic, working examples.
CEO's, other organizational leaders, and managers at all levels can potentially benefit from the ideas illustrated. As a small business owner, I found at least half of the content relevant to improving the efficiency of my business operations. Further, those who believe that technology will continue to play an increasingly significant role in the marketplace, should grab a cup of coffee, a pen, and actively read this book.
The book is organized into four distinct sections: information flow, commerce, knowledge management, and business operations. The author's basic premise is that the success or failure of an organization will depend on how well they gather, manage, and use information. Gathering information is the first step in this direction. Gates observes the importance of gathering "business facts", which encompass internal as well as external forces. These business facts concern customers, vendors, distributors, competitors, and internal systems and procedures.
DISCUSSION
While Gates coherent 12-step program to the implementation of a "Digital Nervous System" is a useful guide to better integrate IT with existing business resources, it unfortunately gave little attention to much deserved social and psychological issues. Gates refuses to admit any problems with technology. This technological utopianism results in an incomplete analysis and does not discriminate at all. As a result, the potential pitfalls are not identified, which could lead to oversight. Functionally, it may lead to a blind, non-discriminatory adoption to digital processes. This absolute change to may produce the inefficiency it is meant to eliminate.
Under this approach, the problems fade into the background because the technology is so perfect. For example, Gates insists that communication flow through the organization over e-mail so that you can act on news with reflex like speed. It is difficult to take a 'key step' like this seriously. Is the ability to act with 'reflex-like speed' really a function of the communication medium, or is it dependent on such factors as experience, intelligence, etc.? Is there no downside to e-mail? What of the lack of truly human communication, that is, fact-to-face, if e-mail is used for all communication? Is it surprising that chief executives fly around the world almost continuously to talk face-to-face? Do they use e-mail, or do they prefer to see the whites of the potential partner's eyes?
Despite these criticisms, I enjoyed this book from cover to cover, and have used its content to increase the productivity of the technological resources owned by my business. Business @ the Speed of Thought illustrates its concepts with detailed case studies of top-notch companies as well as Microsoft in a variety of industries, making the "Digital Nervous System" relevant to a broad and diverse audience. He uses accurate yet easy to understand language, abandoning technical jargon. This, combined with an introduction which provides a clear layout of the books objectives, produces a coherent and pragmatic resource for all people, business persons and non-business persons.
The analysis within the case studies gives examples of how IT can improve, or did improve, failed processes. These examples of already successfully re-engineered information networks, provides concrete methods of how to manage inventory, sales, customer relationships, etc. Because Gates draws from a diverse field of companies, the advice of Gates is useful for all business people of all types of organizations, from service to merchandising, and profit to non-profit.
In addition, the concept of a "Digital Nervous System" can be applied to the personal lives of people who are adapting what he calls a Web Lifestyle. I concur with Gate's conviction that the success of businesses will be a function of how you gather, manage, and use information. Subsequently, Business @ the Speed of Thought goes a long way to increasing vital IT knowledge and skills; and these life-long skills are as important for personal, academic, and professional achievement as traditional academic knowledge and skills such as Math and Science.
CONCLUSION
While Gates breaks no new ground, he provides specific examples that illustrate the necessary steps to help businesses capitalize on their IT investment, and authentic examples of its realized benefits. I recommend this book to anybody who feels they are unclear on how to integrate IT with current business operations, as well as to individuals who desire to learn more about how to utilize technology to improve their personal tasks. I do not believe Business @ the Speed of Thought is just a finely tuned marketing campaign, but it may be hard for those who do not favor Microsoft to listen to Gates for the entire length of the book. In this case I recommend people read selected chapters that are in line with their individual or business IT objectives. As Gates has shown time and time again, him, Microsoft, and perhaps even this book you may ignore at your own peril.
Amazon.com
The world is on the verge of another industrial revolution, driven by knowledge this time, not the steam engine or electricity, according to noted MIT economist Lester C. Thurow. In his book, Building Wealth: The New Rules for Individuals, Companies and Nations, Thurow writes that "Knowledge is the new basis for wealth. This has never before been true. In the past, when capitalists talked about their wealth, they were talking about their ownership of plant and equipment or natural resources. In the future when capitalists talk about their wealth, they will be talking about their control of knowledge." This means that the Bill Gateses of the world will be on top, not the Rockefellers, Carnegies, or Morgans.
To ready themselves for this new economy, companies and nations need to build what Thurow calls a "wealth pyramid," using building blocks such as a solid social organization, entrepreneurial skills, and education that encourages creativity and curiosity. The United States is better positioned than Europe or Japan to do well in the new economy, Thurow contends, but he warns of weaknesses even here. He puts companies like Intel on top in the knowledge-based global economy and places a question mark next to firms like Wal-Mart. Will the traditional retailer fall to the onslaught of lower-priced Internet competitors, or will it survive because people's herding instincts make them still want to drive to a Wal-Mart store? Bulding Wealth is a worthwhile read for anyone concerned about the wealth of nations and individuals, by the author of such economic bestsellers as Head to Head and The Zero Sum Society. --Dan Ring
Book Description
As we stand on the brink of the new millennium, MIT economist and New York Times bestselling author Lester Thurow addresses the critical issue of wealth creation. The result is an essential road map for how individuals, companies, and nations can and must build wealth in a knowledge-based global economy. What skills are needed to succeed in this new economy? What new rules must apply to the creation and protection of new ideas?How can marketable wealth be rising at ever-faster rates while productivity growth is slowing? How can nations create a social system where the entrepreneurial spirit can flourish without creating income and wealth inequalities that threaten the system? Professor Thurow addresses these questions and, finally, turns his attention to the three major economic sectors of the world: America, East Asia, and Europe. He provides a trenchant analysis of each as a significant competitor in the coming decades, and predicts the likely outcome of the complex forces that are presently shaping global society.
Customer Reviews:
How can one be wrong so much, and yet be successful?.......2004-06-08
It is so sad how wrong someone can be proven over and over again and still, he/she is rewarded, called a genius and is allowed to teach our youth. Here is a quote from the author: "Can economic command significantly... accelerate the growth process? The remarkable performance of the Soviet Union suggests that it can... Today the Soviet Union is a country whose economic achievements bear comparison with those of the United States." This was in 1989, just shortly before the Societ Union collapsed. Unfortunately, being this wrong in economics gives one awards and allows you to teach college students while being described a genius. Sad. Mr. Thurow may be a 'genius', but geniuses can be wrong too.
A Wealth of Knowledge! Must Have For The 21st Century!.......2003-08-26
Heh, a reviewer claimed that the book is out dated, and reffered to the media hyped "technology meltdown" as a reason to give up home in technology and the building of wealth through intellect. We are now 2 years into the 21st century (3 years if you think it started in the year 2000), the markets are readjusting, and technology is abounding. The "internet bubble" or "Dot Com Crash" was a cataclysm of investors and venture capitalists, smart and stupid, who got too greedy, and forgot the fundamentals of business, internet or no internet. The markets will ALWAYS naturally receed and recess after "bubbles", which is what happened. Technology, however, did and has not receeded. Wealth is being built upon the foundations of intellect, and Thurow's book shows how this is to be accomplished by analyzing all other economic revolutions and what occured to make them possible. If Thurow was giving stock predictions and analysis, and "hot picks of the week" (which he absolutely does not), then i would understand the discredit which some reviewers have given him. But this is just not the case. Thurow analyzes the wealth being generated by Global corporations, and small businesses alike through the internet. He gives examples of those who have made it to the top of the wealth pyramid. He points to revolutionary ideas and systems which have fueled economies for decades. He answers questions, he asks questions. For futurists, insight, knowlegde, and analysis of history is key. If you want to be someone who is ahead in the future, and if you want to know what it will take to grow financially in the current century, "Building Wealth" gives insights into how it has been done, and what it may take. As with all good financial books, a disclaimer: This is not going to TELL you how to get RICH. It will teach you about current debates on the direction of capitalism, and what is believed will happen in 21st century buisness. Expand your mind, expand your wealth, even if it be only a wealth of mind.
How Rich Countries Get Rich.......2002-08-02
Overall, it is a fascinating read for anyone interested in economics, or how rich countries become rich. Lots of good facts which reflect on the competitive, and opportunistic capitalist paradigm we currently live in.
1) There has been significant change in the economic landscape, and that change continues to accelerate. Before the industrial revolution, 98% of the world's population had income only from farming. Now less than 2% are farmers.
2) The world is increasing a global market. Coca Cola gets 80% of its revenues from outside the United States.
3) The gap in wealth continues to widen.
- Bill Gates market value is the same as the poorest 110,000,000 Americans.
- In the United States, the average CEO pay is 212x the average worker.
- The top 1% of people in the US own 40% of the total wealth.
- Africa GDP is the same as it was in 1965. Has not changed in 35 years.
4) We are all busier. With the invention of electricity, the average hours of sleep dropped from 9 hours to 7 hours a day.
5) Old companies must destroy themselves (re-invent themselves) in order to stay competitive and grow. Also, individuals must constantly change and grow to remain competitive. If not, they will fall behind.
6) Capitalism is a tough game. The number of businesses failing (88% a year) is almost as many as new business are formed. Wealth is constantly being transferred from one group ~ to another.
7) There are many basic ingredients to create wealth. Some are cultural (like entreprenuership), some are created and enforced by the government (intellectual property, law and order, infrastructure), some are learned by the individual (skills, knowledge)
8) Each country, and region has its strengths and weakness. In order to build wealth for the future, each country must act differently:
- Japan: Clean up the banks, bring in professional management, restore government credibility, and create internal growth. Japan is too big to play the export game anymore.
- US: Break the two-tier society (rich and very poor) by improving education for more skilled workers, and investing more in infrastructure
- Europe: Encourage entrepreneurs and corporate flexibility
9) Wealth is created when there is a disequillibrium (imbalance) in technology, or society. When there is change, there is opportunity ~ because wealth is being transferred.
10) Know your weakness and go where that weakness is not important.
How Rich Countries get Rich.......2002-08-02
Overall, it is a fascinating read for anyone interested in economics, or how rich countries become rich. Lots of good facts which reflect on the competitive, and opportunistic capitalist paradigm we currently live in.
1) There has been significant change in the economic landscape, and that change continues to accelerate. Before the industrial revolution, 98% of the world's population had income only from farming. Now less than 2% are farmers.
2) The world is increasing a global market. Coca Cola gets 80% of its revenues from outside the United States.
3) The gap in wealth continues to widen.
- Bill Gates market value is the same as the poorest 110,000,000 Americans.
- In the United States, the average CEO pay is 212x the average worker.
- The top 1% of people in the US own 40% of the total wealth.
- Africa GDP is the same as it was in 1965. Has not changed in 35 years.
4) We are all busier. With the invention of electricity, the average hours of sleep dropped from 9 hours to 7 hours a day.
5) Old companies must destroy themselves (re-invent themselves) in order to stay competitive and grow. Also, individuals must constantly change and grow to remain competitive. If not, they will fall behind.
6) Capitalism is a tough game. The number of businesses failing (88% a year) is almost as many as new business are formed. Wealth is constantly being transferred from one group ~ to another.
7) There are many basic ingredients to create wealth. Some are cultural (like entreprenuership), some are created and enforced by the government (intellectual property, law and order, infrastructure), some are learned by the individual (skills, knowledge)
8) Each country, and region has its strengths and weakness. In order to build wealth for the future, each country must act differently:
- Japan: Clean up the banks, bring in professional management, restore government credibility, and create internal growth. Japan is too big to play the export game anymore.
- US: Break the two-tier society (rich and very poor) by improving education for more skilled workers, and investing more in infrastructure
- Europe: Encourage entrepreneurs and corporate flexibility
9) Wealth is created when there is a disequillibrium (imbalance) in technology, or society. When there is change, there is opportunity ~ because wealth is being transferred.
10) Know your weakness and go where that weakness is not important.
How Rich Countries Get Rich.......2001-10-24
Overall, it is a fascinating read for anyone interested in economics, or how rich countries become rich. Lots of good facts which reflect on the competitive, and opportunistic capitalist paradigm we currently live in.
1) There has been significant change in the economic landscape, and that change continues to accelerate. Before the industrial revolution, 98% of the world's population had income only from farming. Now less than 2% are farmers.
2) The world is increasing a global market. Coca Cola gets 80% of its revenues from outside the United States.
3) The gap in wealth continues to widen.
- Bill Gates market value is the same as the poorest 110,000,000 Americans.
- In the United States, the average CEO pay is 212x the average worker.
- The top 1% of people in the US own 40% of the total wealth.
- Africa GDP is the same as it was in 1965. Has not changed in 35 years.
4) We are all busier. With the invention of electricity, the average hours of sleep dropped from 9 hours to 7 hours a day.
5) Old companies must destroy themselves (re-invent themselves) in order to stay competitive and grow. Also, individuals must constantly change and grow to remain competitive. If not, they will fall behind.
6) Capitalism is a tough game. The number of businesses failing (88% a year) is almost as many as new business are formed. Wealth is constantly being transferred from one group ~ to another.
7) There are many basic ingredients to create wealth. Some are cultural (like entreprenuership), some are created and enforced by the government (intellectual property, law and order, infrastructure), some are learned by the individual (skills, knowledge)
8) Each country, and region has its strengths and weakness. In order to build wealth for the future, each country must act differently:
- Japan: Clean up the banks, bring in professional management, restore government credibility, and create internal growth. Japan is too big to play the export game anymore.
- US: Break the two-tier society (rich and very poor) by improving education for more skilled workers, and investing more in infrastructure
- Europe: Encourage entrepreneurs and corporate flexibility
9) Wealth is created when there is a disequillibrium (imbalance) in technology, or society. When there is change, there is opportunity ~ because wealth is being transferred.
10) Know your weakness and go where that weakness is not important.
Average customer rating:
- Knowledge management revisited
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Living Knowledge: The Dynamics of Professional Service Work
Manufacturer: Palgrave Macmillan
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Book Description
What should the next generation of knowledge management practices be? Living Knowledge offers an empirical perspective on the dynamic and living nature of knowledge in organizations, based on research on professional service work. The book starts from a perspective on knowledge as being constituted in practice and guides the reader through a diverse set of organizational experiences. These cases present a series of new concepts for understanding and managing knowledge, such as half-worked boundary objects, knowledge hyperstories, activity centered knowledge support and knowledge dramas.
Customer Reviews:
Knowledge management revisited.......2004-08-23
This timely and important book is a highly unusual contribution in the field of knowledge management. The authors have identified the implicit dilemma in most knowledge management texts, i.e. while we know that organizational knowledge exists in practice and processes, it is most often treated as information to be gathered, stored and managed. In this book, the contributing authors have taken corrective action, and with good results. They treat knowledge as a property of living and breathing people and the social interaction they engage in.
The book is useful in a number of ways:
- First, the authors have developed a personal and unique viewpoint to knowledge management, which they validate through the extensive use of empirical insights, as experienced by the researchers themselves.
- Second, the authors make use of theories from continental philosophy and literature research in an accessible manner, thus offering introductions to theories and viewpoints novel to management scientists as well as practicing managers.
- Third, the book may also serve as a successful example of making good science out of organization development processes in which a researcher participates as an active change agent. While many management researchers are involved in such projects, we see too few academically satisfactory publications of such work.
I recommend this book to all adventurous practitioners and scholars interested or involved in knowledge management.
Book Description
Gadgets, Games, and Gizmos is an innovative book that provides practical and original solutions to the impending boomer/gamer knowledge and skills transfer gap. The book outlines how gamer values such as the use of cheat codes, the love of gadgets, the need to play games, and the desire to be constantly connected can be used as methods for moving information from the heads of the boomers to the fingertips and gadgets of the gamers. As organizations begin to think strategically about how to attract, retain, and train new talent, this book, written by Karl Kapp, named one of 2007's Top 20 Most Influential Training Professionals by TrainingIndustry, Inc., will be an invaluable resource.
Customer Reviews:
A Great Instructional Design Resource.......2007-09-28
This book is a must-have for instructional designers and other purveyors of e-Learning and Training solutions; for those who see the need and are ready to move beyond the standard teaching tools that we've been using today in preparation for the New Learners ("Gamers" and "Digital Natives").
We've been passing this book around our office. It's inspired some great conversations, both internally and with clients, about the changing nature of the workforce and the ways the training industry will need to adapt. We've gotten some great ideas for our products and programs and are itchy to implement them.
In Chapter 2, Kapp gets practical, providing endless examples of different types of learning games. This would be a great place to start a project-design/brainstorming session.
It's an easy-to-read book, packed with useful information -- even if you "cheat the book" a bit and skim. Kapp includes a ton of real-life examples and case studies, including observations and lessons learned while watching his own children play games.
Highly recommended by this Instructional Designer!
A Valuable Resource.......2007-07-15
In his consistently insightful, informative, and often humorous book, Gadgets, Games, and Gizmos for Learning, Karl M. Kapp has crafted a significant conduit of information that may bridge chasms created by misperception, distrust, and disrespect that often exist between the Boomer and the Gamer generations. The author points out that if large numbers of individuals in the gamer generation do not engage in the symbiotic relationship that occurs when the knowledge base is transferred form one generation to the next, we will irrevocably lose one of our most valuable assets.
Inevitably, as increasing numbers of highly skilled Boomers leave the work force, Gamers will be needed to fill the ensuing knowledge gap. Dr. Kapp clearly and systematically presents practical and appropriate, adaptations that schools and organizations must implement to entice Gamers to close the knowledge gap by obtaining the advanced educational credentials needed to fill jobs currently held by well-trained, highly-skilled Boomers. This book is especially valuable for everyone one who has, or will have, contact with gamers, including the gamers themselves.
For example, by reading this book:
Employers will learn that given an adaptive work environment, which accommodates non-traditional working and learning styles, Gamers' may actually be more efficient and productive than their Boomer counterparts.
Primary, secondary, and tertiary educators will learn why a growing number of prominent educators, such as Dr. Kapp, are recognizing that video game play actually improves cognition.
Contrary to what many parents believe, playing video games can promote intellectual stimulation, encourage social interaction, and does not have a positive correlation with violence.
Gamers, most importantly, learn how they can eventually become fiscally self-sufficient by understanding that their video game skills combined with the required educational credentials, may yield high-paying, marketable job skills.
Although this work is factual and well referenced, it is much easier to read and far less erudite then some other books on similar topics. For example, I enjoyed What Video Games Have to Teach Us About... by James Paul Gee, the first time I read it. However, I realized how much I had originally misinterpreted when I reread it. Karl M. Kapp's Gadgets, Games, and Gizmos for Learning would be a valuable resource for anyone seeking an accessible, well-documented reference tool, or simply a fascinating book to read.
Rebekah Fulford
Emmaus, PA
Kapp Kaptures Kritical Keys...Its About the Transfer of Knowledge.......2007-05-08
So there are a lot of book about games out now but I think I would class Dr. Kapp's work in with the likes of John Beck and Mitchell Wade's "Got Game" in that it focuses on ways that we could use game, gadgets and gizmos to accomplish some important business goals.
This book provides a thread common to all the "G's" mentioned in the title...that these devices/experiences represent not generational disconnects but channels and conduits that can allow us to address the huge brain suck that is coming soon as the baby-boomer generation heads to retirement.
I think this book nicely walks the thin line between academic coverage and pragmatic usefulness and comes away with a good bit of both. I found the book to be engaging, accessible and in a crucial test...useful.
Gaming Culture Meets Learning Culture.......2007-04-24
This is not only an informative read, but a fun read (and I never thought I'd say something like that about a 'work' book). Kapp has a playful way of pointing out how gamers' and the gaming generation's pasttimes are not only viable as learning methodology, but superior, in many ways, to previously used practices. Working in the Healthcare IT field (specifically, in EMR Training), the chapter titled "Cheaters Never Win...or Do They?" really put things into perspective. If you redefine the term 'cheat' to include workflows out of the norm (shortcuts, etc.), work becomes more efficient and streamlined and the learner walks away not only learning, but feeling like they might have got one over on 'the system'...everyone wins!
All in all, it's a great way for a gamer/geek (like myself) to finally prove my parents, my wife, and everyone else wrong - I WASN'T WASTING MY TIME ALL THESE YEARS PLAYING THOSE STUPID GAMES!
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Knowledge Management for IT Professionals (Computer Weekly Professional)
Tom Knight , and
Trevor Howes
Manufacturer: Butterworth-Heinemann
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ASIN: 075064902X |
Book Description
We are now in the 'third wave' of Knowledge Management - the first was focused on the potential of new technology, while the second focused on the nature of knowledge and how people 'know' and learn. The focus in the third phase is two-fold: building individual and team productivity, and proper alignment of Knowledge Management efforts in helping deliver on strategic goals of the organization.
Knowledge Management- a Blueprint for Delivery explores and builds on current ideas about the dynamics of knowledge in organizations, answering such questions as: 'What is knowledge management?' and 'What does it mean for today's companies and organizations?'
Written by two leading knowledge management practitioners, this book looks beyond academic theory and software company hype to focus on the roles that knowledge and information play in creating high-performance organizations.
Built on their extensive experience of Knowledge Management programme design and delivery,
Knowledge Management- a Blueprint for Delivery:
contains a comprehensive survey of the whole area of Knowledge Management, from theory and strategy creation through to techniques, tools, and delivery of change
provides an insight into developing and managing Knowledge Management initiatives
bridges the gap between theoretical, strategic, and practical hands-on perspectives
Contains a comprehensive survey of the whole area of Knowledge Management, from theory and strategy creation through to techniques, tools and delivery of change
Provides an insight into developing and managing Knowledge Management initiatives
Bridges the gap between theoretical, strategic and practical hands-on perspectives
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Communities of Networked Expertise: Professional and Educational Perspectives (Advances in Learning and Instruction)
Manufacturer: Elsevier Science
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ASIN: 0080445411 |
Book Description
Relying on a series of empirical workplace studies as well as an extensive review of psychological, sociological and educational literature, the authors develop a framework for examining human competence as a process of networked expertise.
Networked expertise refers to competencies that arise from social interaction, knowledge sharing, and collective problem solving. These are embedded in communities and organized groups of experts and professionals. Cognition and intelligent activity are not only individual and mental processes but ones which rely on socio-culturally developed cognitive tools. These include physical and conceptual artifacts as well as socially distributed and shared processes of intelligent activity embedded in complex social and cultural environments. Networked expertise is relational in nature. It is constituted in interaction between individuals, communities, and larger networks supported by cognitive artifacts, and it coevolves with continuously transforming innovative knowledge communities.
The focus of the book is on analyzing the socio-cognitive foundations of human intelligent activity. The authors examine theories and models that help to understand individual and social aspects of processes of learning, development of expertise, knowledge creation, and innovation. These processes are studied both in the contexts of education and work, and are illuminated with numerous examples, and interview data. The main topics covered are the development of expertise, distributed cognition and shared expertise, collaborative and cultural learning, and inquiry-based and computer-supported learning processes. The basic tenet of the book is that knowledge sharing should be a core value in all organizations. This is the first step of answering to the challenges of emerging knowledge society.
Book Description
The publication of this book heralds a new field of management, thought and practice. The advocates of the 'knowledge economy' have to date focused almost exclusively on how managers can increase the internal productivity of their knowledge assets and intellectual capital. The important next step is understanding that a large and rapidly increasing proportion of the value of business transactions is in knowledge itself. Once this is recognized, managers must devote their attention to how to maximize the value of that knowledge to customers, and tie that directly to developing enduring and profitable relationships.
Developing Knowledge-Based Client Relationships guides the reader to understanding the increasing importance of information and knowledge in business transactions and client relationships. It then goes on to present in an extremely practical fashion what knowledge organizations can do to enhance the value of the knowledge they deliver to clients and use that to develop profitable relationships. This is done by presenting underlying theoretical framework, a variety of tools for structuring relationships and presenting knowledge to clients, and numerous case studies and examples of firms which have implemented these concepts successfully.
Fills a gap in present knowledge literature in the customer knowledge area
Practical tools and effective case studies with world-recognized companies
Shows how knowledge organizations of all kinds can increase their competitive edge by adding value to their clients
Customer Reviews:
Valuable Asset.......2002-07-29
Whether you're a professional freelance writer, like me, or a consultant for a firm- you need to read this book.
In a world so consumed with the 'gimmes' and the 'gottas' this book offers a very different view of the business world.
We all have specialized knowledge and how we can benefit from sharing this with those we work with or for, is in essence the nutshell of the business.
How many people have sparked a creative thought or showed you a side or solution you hadn't thought of? We gleen this knowledge from them, but what do we do with it? Do we take it and keep it to ourselves, never exposing the great idea to those who could greatly benefit?
It is far more productive to spread the word, joy, idea or whatever with the people who have hired us as a consultant or employee. I have often had extremely productive conversations with large, important business owners, and yes- even millionaires who listened closely and enjoyed my creative insight. What's more is I didn't charge them for my time, I was simply sharing.
Did this knowledge sharing Ross Dawson discusses cause me any loss or to be cheated out of profit? Not at all, they'll remember me when they need a new idea, and will likely hire me because of it.
Dawson brings to light words we all needed to hear- what goes around comes around. I plan on sharing, how about you?
Buy this and give a copy to a co-worker or boss as a gift!
Dry as a bone.......2002-03-31
This book reads like a dull sociology treatise. It is hard to argue with most of the points, but much of what is stated is obvious. Dawson is heavy on theory, but light on example and ways to apply the theory. A book this hard to read (i.e., dull) should at least deliver a great deal of wisdom. It doesn't. Contrasted with a lively and example-filled book like Thomas Stewart's "Intellectual Capital", Dawson's work doesn't make the grade.
Dry as a bone.......2002-03-31
This book reads like a dull sociology treatise. It is hard to argue with most of the points, but much of what is stated is the obvious. It is heavy on theory, but light on example and ways to apply the theory. A book this hard to read (i.e., dull) should at least deliver a great deal of wisdom. It doesn't. Contrasted with a lively and example-filled book like Thomas Stewart's "Intellectual Capital", Dawson's work doesn't make the grade.
Essential reading for consultants.......2001-09-11
As a consultant who lives from one engagement to the next one of the buzzwords as projects are wrapped up is "knowledge transfer". It is almost like an afterthought and triggers some frantic activity to throw together a last minute plan, get the client's staff to absorb an array of information in a compressed timeframe, and sign off. This book changes that approach for me, and does so in a big way.
After reading the proactive approach to planned knowledge transfer, which needs to be a part of the initial project plan, I would consider the approach I cited above to not only be unprofessional, but borders on malpractice.
This book treats knowledge as a valuable commodity (something the business development types certainly preach, but the engagement team misses), and provides a methodical approach to using knowledge as a the product. Given the fact that we consultants are selling that very thing (knowledge) in a perfect world there should be no need for this book. Unfortunately, this book is sorely needed, and should be required reading for every consultant, regardless of whether he or she is a independent or member of one of the "Big 5".
Rarely do I read a book than makes a dramatic impact on my thinking, or fills me with resolve to immediately assimilate and use the content - this one does. I think it is an important work that is well written and gives a strong foundation for ethical practices and professionalism.
Deceptively Simply, Seriously Valuable.......2001-03-19
A great deal of work went into conceptualizing and crafting this book, and I give very high marks to the author, who does a really superb job of integrating insights from knowledge management, information technology, cognitive modeling, and client relationship or account management. This book makes the jump from airplane reading, to "hold and read several times more."
At the heart of the book, and many appear to miss this on the first reading, is the author's distinction between commoditized information services and differentiated information services. The first, aided by automation, is on a downward spiral in terms of both value and pricing, and competition is fierce. The second, partially aided by automation but ultimately being unique for rising to a higher level of knowledge service delivery that can only be done by expert humans, is where value pricing and differentiation can be found, and where professional services need to go if they are to remain profitable.
The second urgent and valuable insight the author shares with us is the co-evolutionary nature of a service that evolves through constant knowledge transfer to the client and constant co-creation of new knowledge as the competitive advantage; and a very deep and broad relationship with the client at all levels of both organizations. One leads to the other, the other leads to finding new business with the same client, and the cycle repeats itself. This insight is especially relevant to all those who are using information technology to force single human account managers to handle more and more accounts remotely, all the while "losing touch" with their clients for lack of time to make the personal visit or personal telephone call. This is also explicitly contrary to the prevailing "black box" model where knowledge is withheld as proprietary--the author makes it clear that in this new era, withheld knowledge is much less valuable and much less survivable--this is a dying model.
Among the sections of the book that I found especially worthwhile, partly for their elegance of expression and partly because they represent a considerable professionalism in distilling vast arrays of writing by others, were those that itemized the seven processes for adding value to the client relationship by adding converting information into knowledge (filtering, validation, analysis, synthesis, presentation, ease of access and use, customization); the rare simplicity of the distinction between implicit and explicit knowledge and how to communicate both kinds of knowledge; the brief but sufficient discussion of four key humans in the loop: the senior representative, the relationship coordinator, the knowledge specialist, and the knowledge customer; and the more general discussion of the various means for communicating knowledge value to the client, both in terms of channels and in terms of events including scenarios and wargaming.
Contrary to the publicity, this is not a case study book, although the several "gray block" inserts are both helpful and credible. This book is an executive primer for managing value in the 21st Century, and it merits several readings, not one.
Where the book falls short, and it may be that this is deliberate and better left for another book, is in the section on pricing knowledge services. Despite a fine summary of the kinds of pricing that are used, from time and materials (both the predominant means and the least profitable) to retainer to contingency to commissions and tenders, one is left feeling that neither the author nor his otherwise excellent sources have really come to grips with the fact that clients are still mired in an industrial-age financial mindset that values fixed goods and is not yet ready to pay for intangible knowledge goods. My own research suggests that fully half of the competition for knowledge professionals comes from client middle managers and senior sales or production experts who believe that they know everything they need to know to make good decisions--the other half comes from niche providers of very fragmented services, from the aggregators of online information (Factiva, Lexis-Nexis, DIALOG) to the market research firms (FIND/SVP, Fuld, SIS) to private investigative groups (Arkin, Kroll, IGI) to academic consultants (Harvard, UT) to localized information brokers listed in the Burwell Directory...and many many other sources including commercial imagery and Russian military maps of third world regions that most knowledge specialists--as well as their clients--overlook completely. Somewhere in all this mix, the big accounting and legal firms are trying to leverage their access to clients by becoming portals to global knowledge, and they are *not* delivering the integrated value they should--a value that can only come when the author's wisdom becomes conventional, and every professional services person knows how to define the question, discover and validate the sources, discriminate and distill the many sources into a value-added compelling presentation, and do so in timely easy to use fashion.
Some will be deceived by the very easy to read and well-organized sections into thinking this book is slightly superficial. That is not the case. This is a very well researched book that represents enormous value-added because the author has creatively distilled and organized at least four separate literatures, and done so in a fashion that will repay multiple readings of the book by the new standard: at least twice the value of your time taken for each reading.
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CIM Revision Cards : Strategic Marketing in Practice (Official CIM Revision Cards)
marketing Knowledge
Manufacturer: Butterworth-Heinemann
ProductGroup: Book
Binding: Spiral-bound
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ASIN: 0750667699 |
Book Description
Designed specifically with revision in mind, the CIM Revision Cards provide concise, yet fundamental information to assist students in passing the CIM exams as easily as possible. A clear, carefully structured layout aids the learning process and ensures the key points are covered in a succinct and accessible manner. The compact, spiral bound format enables the cards to be carried around easily, the content therefore always being on hand, making them invaluable resources no matter where you are.
* Written specifically for revision purposes therefore only featuring the key concepts that need to be learned
* Carefully designed to enable points to be easily extracted and memorised without clouding them in additional information
* Accompanies the CIM Coursebook and MarketingOnline website to provide a complete suite of products to support the CIM qualifications
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- Busting Loose From the Money Game: Mind-Blowing Strategies for Changing the Rules of a Game You Can't Win
- California Dreaming: Reforming Mathematics Education
- Christianity for the Rest of Us: How the Neighborhood Church Is Transforming the Faith
- Conservative Management of Cervical Spine Syndromes
- Courage: The Backbone of Leadership
- CRC Standard Curves and Surfaces with Mathematica, Second Edition (Chapman & Hall/Crc Applied Mathematics and Nonlinear Science)
- Cultivating Communities of Practice
- Cultivating Communities of Practice
- Daddy's Girl
- Developing Knowledge-Based Client Relationships, Second Edition: Leadership in Professional Services
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