IBM has gone from a company with $60 billion in unprofitable revenue to a profitable $85 billion enterprise. IBM Global Services draws most of its revenue from helping businesses to do successfully what IBM has done: transform themselves. This book describes the practices that allowed IBM to transform itself, and to show the way for other firms.
In this dynamic book, based on the most effective strategies of IBM and other market leaders, managers will learn to successfully transform their organizations into a business prepared to compete in a networked age. Mainframes, client servers, PCs, networks, e-business, the Internet, databases, technical management--indeed, in the brave new business world facing today's firms only one thing is certain: change. And when looking for a model for corporate change, one should look no further than IBM. In this decade, IBM has gone from a company with less than $60 billion in unprofitable revenue to a highly profitable $85 billion-plus enterprise. In a company whose major source of revenue was once hardware, services now account for more than a third of its revenue. IBM Global Services, only seven years old and $25 billion strong, draws most of its revenue from helping businesses to do successfully what IBM has done: transform themselves. In five down-to-earth sections, the authors share their vast experience, apply case studies, chart trends and describe in-depth the practices that allowed IBM to transform itself, and to show the way for other firms. The result is an essential handbook for anyone charged with leading their firm in an economy that is global, increasingly reliant on information systems, and teeming with rapidly emerging markets--and competitors. Written by a staff of experts and renowned business thinkers, Into the Networked Age is today's ultimate guide for success in tomorrow's business world.
The New York Times Bestelling guide for managers and executives. Introducing the new, realistic loyalty pact between employer and employee. The employer-employee relationship is broken, and managers face a seemingly impossible dilemma: the old model of guaranteed long-term employment no longer works in a business environment defined by continuous change, but neither does a system in which every employee acts like a free agent. The solution? Stop thinking of employees as either family or as free agents. Think of them instead as allies. As a manager you want your employees to help transform the company for the future. And your employees want the company to help transform their careers for the long term. But this win-win scenario will happen only if both sides trust each other enough to commit to mutual investment and mutual benefit. Sadly, trust in the business world is hovering at an all-time low. We can rebuild that lost trust with straight talk that recognizes the realities of the modern economy. So, paradoxically, the alliance begins with managers acknowledging that great employees might leave the company, and with employees being honest about their own career aspirations. By putting this new alliance at the heart of your talent management strategy, you’ll not only bring back trust, you’ll be able to recruit and retain the entrepreneurial individuals you need to adapt to a fast-changing world. These individuals, flexible, creative, and with a bias toward action, thrive when they’re on a specific “tour of duty”—when they have a mission that’s mutually beneficial to employee and company that can be completed in a realistic period of time. Coauthored by the founder of LinkedIn, this bold but practical guide for managers and executives will give you the tools you need to recruit, manage, and retain the kind of employees who will make your company thrive in today’s world of constant innovation and fast-paced change.
This book examines the semiotic effects of protocols and algorithms at work in popular social media systems, bridging philosophical conversations in human-computer interaction (HCI) and information systems (IS) design with contemporary work in critical media, technology and software studies. Where most research into social media is sociological in scope, Neal Thomas shows how the underlying material-semiotic operations of social media now crucially define what it means to be social in a networked age. He proposes that we consider social media platforms as computational processes of collective individuation that produce, rather than presume, forms of subjectivity and sociality.
This text is appropriate for those courses with an emphasis on e-commerce and the Internet, as well as short courses or MBA/IS courses that want a modern approach. Networking has changed dramatically over the past ten years. Most texts have focused on network layers and their concepts and then on how the different technologies are implemented; however with the number of viable technologies shrinking, it makes less sense to focus on concepts first and technologies second. Networking in the Internet Age first edition integrates the discussion of concepts and technologies so they appear in one place, organized by layers.
The Age of the Network offers leaders, managers, and teams a new, practical view of how to think about their companies and reinvent them without losing the value and knowledge that's embedded in their current organization. The Age of the Network delivers a rich array of advice and insights for starting the vital process of creating a networked enterprise. Lipnack and Stamps show managers how to focus on five essential team net (networks of teams) principles which include establishing a clear purpose and creating communication links. Next, they offer a guided tour describing how organizations can turn these principles into practice and evaluate their real potential for creating a networked organization.
Pivot your organization toward a more scalable and profitable business model. Digital networks are changing all the rules of business. New, scalable, digitally networked business models, like those of Amazon, Google, Uber, and Airbnb, are affecting growth, scale, and profit potential for companies in every industry. But this seismic shift isn’t unique to digital start-ups and tech superstars. Digital transformation is affecting every business sector, and as investor capital, top talent, and customers shift toward network-centric organizations, the performance gap between early and late adopters is widening. So the question isn’t whether your organization needs to change, but when and how much. The Network Imperative is a call to action for managers and executives to embrace network-based business models. The benefits are indisputable: companies that leverage digital platforms to co-create and share value with networks of employees, customers, and suppliers are fast outpacing the market. These companies, or network orchestrators, grow faster, scale with lower marginal cost, and generate the highest revenue multipliers. Supported by research that covers fifteen hundred companies, authors Barry Libert, Megan Beck, and Jerry Wind guide leaders and investors through the ten principles that all organizations can use to grow and profit regardless of their industry. They also share a five-step process for pivoting an organization toward a more scalable and profitable business model. The Network Imperative, brimming with compelling case studies and actionable advice, provides managers with what they really need: new tools and frameworks to generate unprecedented value in a rapidly changing age.
"The focus of this book becomes more relevant to governance every day as rational and scientific thought flounders under the weight of post-truth politics and a welter of 'alternative facts'. Traditional values of openness, transparency and accountability also face new challenges from technical change. Recordkeeping informatics supports archiving processes and few challenges are of greater significance for the survival of humanity than the adequate formation of archives that serve spacetime management, mutual associations and life chances: the major elements of authoritative information resource management as defined by the sociologist Anthony Giddens.
Communication technologies, including the internet, social media, and countless online applications create the infrastructure and interface through which many of our interactions take place today. This form of networked communication creates new questions about how we establish relationships, engage in public, build a sense of identity, and delimit the private domain. The ubiquitous adoption of new technologies has also produced, as a byproduct, new ways of observing the world: many of our interactions now leave a digital trail that, if followed, can help us unravel the rhythms of social life and the complexity of the world we inhabit--and thus help us reconstruct the logic of social order and change. The analysis of digital data requires partnerships across disciplinary boundaries that--although on the rise--are still uncommon. Social scientists and computer scientists have never been closer in their goals of trying to understand communication dynamics, but there are not many venues where they can engage in an open exchange of methods and theoretical insights. This handbook brings together scholars across the social and technological sciences to lay the foundations of communication research in the networked age, and to provide a canon of how research should be conducted in the digital era. The contributors highlight the main theories currently guiding their research in digital communication, and discuss state-of-the-art methodological tools, including automated text analysis, the analysis of networks, and the use of natural experiments in virtual environments. Following a general introduction, the handbook covers network and information flow, communication and organizational dynamics, interactions and social capital, mobility and space, political communication and behavior, and the ethics of digital research.
This book investigates the changing meanings of power and politics in the Internet age and questions whether the political category of the citizen still has a meaningful role to play in the highly-mediated dynamics of an increasingly networked world. To answer such questions, the book analyses and compares the impact of the Internet on the relationship between state, citizens, and politics in three countries: the USA, Italy, and China. The book’s journey starts in the mid-90s and ends in 2016. It pays particular attention to Obama 2008 and Trump 2016 presidential campaigns, the ascendance to power in Italy of the anti-establishment Five Star Movement, and to the enduring Chinese government’s struggle to control the Internet public opinion. The book challenges the traditional understanding of power through which the strong typically prevails over the weak. This leads to a clearer understanding of the wider role citizens can play (and must play) in a networked political sphere, while it also warns the reader on the many risks citizens face in a post-truth world. The book challenges the traditional understanding of power through which the strong typically prevails over the weak. This leads to a clearer understanding of the wider role citizens can play (and must play) in a networked political sphere.
