uncontested reconstruct organizational sustainability

books:

Blue Ocean Strategy: Creating Blue Oceans

4 reviews
W. Chan Kim, Renee Mauborgne

Harvard Business School Press, 2004

Incomplete
I thought I was buying an electronic version of the book, instead it was an excerpt that basically said very little after one nets out the redundant content. The authors should be ashamed of themselves for even offering this option or maybe it is blue ocean for idiots who think that an e-book should represent reasonable value.

Blue Ocean Strategy: Analytical Tools and Frameworks
W. Chan Kim, Renee Mauborgne

Harvard Business School Press, 2004

This chapter offers analytical tools and frameworks to make the execution of blue ocean strategy systematic and actionable. Effective blue ocean strategy requires risk minimization. The chapter outlines analytical approaches to execution, including the Strategy Canvas, the Four Actions Framework, and the Eliminate-Reduce-Raise-Create grid. Includes detailed examples of how companies have personalized their own strategies and unlocked new market ...

Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant

13 reviews
W. Chan Kim, Renee Mauborgne

Your Coach Digital, 2006

Excellent work, well narrated
This a great book for anyone in management at any level in corporate America or Europe. Very well thought out, and well explained techniques for any business. Narration is very good for this reading, although, reading the chapter titles, is a bit of overkill....

Blue Ocean Strategy: Appendix-- A Sketch of the Historical Pattern of Blue Ocean Creation
W. Chan Kim, Renee Mauborgne

Harvard Business School Press, 2004

Creating blue oceans is a dynamic process. Addresses the critical question of the sustainability and renewal of the strategy, including determining when it's time to create another blue ocean. Several key barriers to imitation are identified, along with strategies for reading the signals that point to the need to reinitiate value innovation. This chapter includes detailed examples from three major industry segments: automotive, computers, and ...

Spur Market-Busting Growth (HBR Article Collection)
Rita Gunther McGrath, Ian C. MacMillan, ...

Harvard Business Review, 2005

To spur new growth, stop competing the way your rivals do. Instead, rewrite the rules of the game and stake out new market spaces. Focus on satisfying consumers' most pressing needs in radical ways, asking what your customers really value. Then ask, "How would we provide that value if we forgot everything we know about our industry's traditions?" Combine the advantages of several industries' offerings to provide quantum leaps in value. And serve ...

Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant

166 reviews
W. Chan Kim, Renée Mauborgne

Harvard Business School Press, 2005

Strategy will always include opportunity and risk
Strategy: 1. In blue oceans, competition is irrelevant because the rules of the game are waiting to be set. Companies need to go beyond competing. To seize new profit and growth opportunities, they also need to create blue oceans. 2. Put the clock forward 20 to 50 years and ask yourself how many unknown industries will exist. Surprisingly, many of the unknown industries will exist. 3. ...

Blue Ocean Strategy: Reconstruct Market Boundaries
W. Chan Kim, Renee Mauborgne

Harvard Business School Press, 2004

The first principle of blue ocean strategy is to reconstruct market boundaries to break from the competition and create blue oceans. The challenge is to successfully identify, out of innumerable possibilities, commercially compelling blue ocean opportunities. This chapter examines six basic approaches to remaking market boundaries that are generally applicable across industry sectors and that lead companies into the corridor of commercially ...

Fair Process: Managing in the Knowledge Economy (HBR OnPoint Enhanced Edition)
W. Chan Kim, Renee Mauborgne

Harvard Business Review, 2000

Unlike the traditional factors of production--land, labor, and capital--knowledge is a resource that can't be forced out of people. But creating and sharing knowledge is essential to fostering innovation, the key challenge of the knowledge-based economy. To create a climate in which employees volunteer their creativity and expertise, managers need to look beyond the traditional tools at their disposal. They need to build trust. The authors have ...

Knowing a Winning Business Idea When You See One

1 review
W. Chan Kim, Renee Mauborgne

Harvard Business Review, 2000

Worth it
Presents an excellent framework for brainstroming and categorizing business ideas. Worth having in your reference library. You may not use the framework directly, but it does help you think about the *entire* value chain and where your idea fits in.

Value Innovation: The Strategic Logic of High Growth
W. Chan Kim, Renee A. Mauborgne

Harvard Business School Press, 1997

Why are some companies able to sustain high growth in revenues and profits--and others are not? To answer that question, the authors, both of INSEAD, spent five years studying more than 30 companies around the world. They found that the difference between the high-growth companies and their less successful competitors was in each group's assumptions about strategy. Managers of the less successful companies followed conventional strategic logic. ...

Blue Ocean Strategy: Focus on the Big Picture, Not the Numbers
W. Chan Kim, Renee Mauborgne

Harvard Business School Press, 2004

Most companies' strategic planning process keeps them wedded to red oceans, competing within existing markets. This chapter develops an alternative approach to the existing strategic planning process that is based not on preparing a document but on drawing a strategy canvas. This approach, which is easy to understand and communicate for effective execution, consistently produces strategies to unlock the creativity of a wide range of people ...

Creating New Market Space
W. Chan Kim, Renee A. Mauborgne

Harvard Business School Press, 1999

Most companies focus on matching and beating their rivals. As a result, their strategies tend to take on similar dimensions. What ensues is head-to-head competition based largely on incremental improvements in cost, quality, or both. The authors, Chan Kim and Renee Mauborgne from INSEAD, have studied how innovative companies break free from the competitive pack by staking out fundamentally new market space--that is, by creating products or ...

Winning Your Employees' Trust (HBR Article Collection)
Robert Galford, Anne Seibold Drapeau, ...

Harvard Business Review, 2006

Most employees don't trust their leaders. And when they don't, stress and divisiveness prevail. Performance erodes, and talented workers head for more motivating environments. To avoid this scenario, win your employees' trust through these practices: cultivate the qualities that lead employees to trust you. For instance, when people believe you'll put yourself at risk for them, their trust grows. The lesson? Demonstrate genuine concern for ...

Blue Ocean Strategy: Get the Strategic Sequence Right
W. Chan Kim, Renee Mauborgne

Harvard Business School Press, 2004

With an understanding of the right strategic sequence and of how to assess blue ocean ideas along the key criteria in that sequence, you dramatically reduce business model risk. The challenge is to build a robust business model to ensure that you make a healthy profit on your blue ocean idea. This chapter addresses the fourth principle of blue ocean strategy: getting the strategic sequence right.

Tipping Point Leadership (HBR OnPoint Enhanced Edition)

2 reviews
W. Chan Kim, Renee Mauborgne

Harvard Business Review, 2003

Crucial reading for anyone trying to change their workplace
I think anyone who is serious about changing/improving their workplace/business will learn something from Harvard Business Review articles. The authors do an excellent job of using a case-study to show how the 'tipping point' theories (malcolm gladwell) can be used by leaders. check this pdf: www.berea.edu/BrushyFork/TippingPoint.pdf [...] if anyone needs a free mindmap of the article ...

Conclusion: The Sustainability and Renewal of Blue Ocean Strategy
W. Chan Kim, Renee Mauborgne

Harvard Business School Press, 2004

Creating blue oceans is not a static achievement but a dynamic process. Once a company creates a blue ocean and its powerful performance consequences are known, sooner or later imitators appear on the horizon. This chapter asks the question: when should a company reach out to create another blue ocean?

Blue Ocean Strategy: Build Execution into Strategy
W. Chan Kim, Renee Mauborgne

Harvard Business School Press, 2004

A company does not consist solely of top and middle management. A company is everyone from the top to the front lines, and it is only when members of an organization are aligned around a strategy and support it, for better or worse, that a company stands apart as a great executor. This chapter emphasizes fair process as key to creating a culture of trust and commitment that motivates people deep in the ranks to execute the agreed strategy.

Der Blaue Ozean als Strategie
Renée Mauborgne

Hanser Fachbuchverlag, 2005

Blue Ocean Strategy: Overcome Key Organizational Hurdles
W. Chan Kim, Renee Mauborgne

Harvard Business School Press, 2004

Once a company has developed a blue ocean strategy with a profitable business model, it must execute it. For managers facing the challenge of execution there are four hurdles to deal with, ranging from waking up employees to the need for a strategic shift to dealing with limited resources. This chapter introduces a concept the authors call tipping point leadership, which allows managers to overcome the four hurdles fast and at low cost while ...

Blue Ocean Strategy: Reach Beyond Existing Demand
W. Chan Kim, Renee Mauborgne

Harvard Business School Press, 2004

How do you maximize the size of the blue ocean you are creating? This chapter provides a guide to reaching beyond existing demand, encouraging companies to challenge the conventional strategy practices of focusing on existing customers and finer segmentation to accommodate buyer differences. Instead of concentrating on customers, companies need to look to noncustomers and build on powerful commonalities in what buyers value in order to unlock ...

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