Dot Vertigo: Doing Business in a Permeable World
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- Wiley
More About This Title Dot Vertigo: Doing Business in a Permeable World
English
RICHARD NOLAN, a Harvard Business School professor, is one of the most influential voices in Silicon Valley. An active researcher and advisor to such companies as Cisco and Schwab, his reputation as a thought leader in high tech is unparalleled. Nolan's ideas and views have been embraced by the technology industry, and he has gained the trust of Wall Street's high performers.
English
Doing Business in a Permeable World.
Keep an Eye on Your Instruments: The I-Net.
How Did We Get Here?
The Value Economy: Following the Market Leaders.
You Gotta Believe: Instilling the Critical Nature of Technology into Management.
Air Strikes: Merrill Lynch Takes Aim at Charles Schwab.
Overcoming Dot Vertigo: The Case of IBM.
Anatomy of the Dot Com: What Keeps Drugstore.com in the Game.
Building the I-Net: The Case of Cisco Systems.
Act Like a Venture Capitalist: Creating an Action Agenda.
Five Myths of the Internet.
Appendix: Toward a Set of Network Age Management Principles.
Notes.
Selected Bibliography.
Acknowledgments.
Index.
Keep an Eye on Your Instruments: The I-Net.
How Did We Get Here?
The Value Economy: Following the Market Leaders.
You Gotta Believe: Instilling the Critical Nature of Technology into Management.
Air Strikes: Merrill Lynch Takes Aim at Charles Schwab.
Overcoming Dot Vertigo: The Case of IBM.
Anatomy of the Dot Com: What Keeps Drugstore.com in the Game.
Building the I-Net: The Case of Cisco Systems.
Act Like a Venture Capitalist: Creating an Action Agenda.
Five Myths of the Internet.
Appendix: Toward a Set of Network Age Management Principles.
Notes.
Selected Bibliography.
Acknowledgments.
Index.
English
To succeed in the years ahead, corporations will need "permeable" structures without boundaries between the corporation and all its stakeholders, argues Harvard Business School professor Nolan. Existing technology can be used to create strategy, not just to solve problems, he emphasizes. Information technology specialists are likely to find this book helpful in pitching their case to-and as part of their plan to become-senior management. Other managers are likely to be overwhelmed by the level of detail. (Sept.) (Publishers Weekly, August 6, 2001)
Dot vertigo is the author Richard Nolan's term for the affliction which a business suffers when it fails to adapt to the speed and flexibility of the current economic landscape. Nolan examines the impact that dot vertigo has had on various high profile companies - such as IBM, Cisco Systems and Merrill Lynch - and evaluates the reactions of the CEO's of these businesses. The aim of the book is to reveal both the causes, symptoms and possible cures of dot vertigo, and Nolan succeeds in doing this with both clarity and conciseness.
At first the use of corporate jargon and industry buzz-words is distracting and often baffling, but to Nolan's credit by the third chapter phrases such as 'bleeding edge', 'double-loop learning' and 'bricks and clicks' had become second nature. Whilst the book is clearly aimed at the specialist reader - Nolan states his aims in relation to 'managers' not 'readers' - the casual reader will find great interest in Nolan's theories and examples.
His vast experience in the business world, as both a corporate consultant in Silicon Valley and as a lecturer at Harvard Business School, means that Nolan finds himself in the perfect situation to write a book on business. He has the required knowledge to state his points with conviction, and more importantly, he has a true teacher's instinct for imparting his knowledge informatively whilst holding the attention of the reader.
It is Nolan's use of real corporations in his examples which makes the book so enthralling. Whilst these abbreviated histories of the rises and falls of various corporate empires at first appear to be oversimplified this is not the case. Nolan knows how to get to the point and tell us what we need to know. Nolan explains the battle for the book market waged between Amazon and Barnes & Noble in less than a page, but after reading that section it is clear why Amazon are still the market leaders and why Barnes & Noble have to compete against both Amazon and the ravages of dot vertigo in order to catch up.
Nolan explains the new concepts that he is introducing, such as the importance of the I-net (the cohesion of a company's intranet with the Internet) and the necessity of permeability, well enough for a business novice to grasp. He also includes a Key Concepts section at the end of each chapter to clarify the most important points of the preceding section and reproduces the relevant charts, graphs, tables and diagrams simply and effectively.
CONCLUSION:Nolan has produced a book which works as both an educational text, warning of the perils of dot vertigo for business managers, and as an interesting and entertaining read for those with any interest in corporate business. In fact, even those with no interest in big business will find themselves following the fates of the dot companies after reading Dot Vertigo. (Telecomworldwide)
"...if you are only going to read one book this year, Dot Vertigo is that book..." (e.doc, December 2001)
"...Unquestionably one of the better books on the dot.com phenomenon.." (Modern Management, April 2002)
Dot vertigo is the author Richard Nolan's term for the affliction which a business suffers when it fails to adapt to the speed and flexibility of the current economic landscape. Nolan examines the impact that dot vertigo has had on various high profile companies - such as IBM, Cisco Systems and Merrill Lynch - and evaluates the reactions of the CEO's of these businesses. The aim of the book is to reveal both the causes, symptoms and possible cures of dot vertigo, and Nolan succeeds in doing this with both clarity and conciseness.
At first the use of corporate jargon and industry buzz-words is distracting and often baffling, but to Nolan's credit by the third chapter phrases such as 'bleeding edge', 'double-loop learning' and 'bricks and clicks' had become second nature. Whilst the book is clearly aimed at the specialist reader - Nolan states his aims in relation to 'managers' not 'readers' - the casual reader will find great interest in Nolan's theories and examples.
His vast experience in the business world, as both a corporate consultant in Silicon Valley and as a lecturer at Harvard Business School, means that Nolan finds himself in the perfect situation to write a book on business. He has the required knowledge to state his points with conviction, and more importantly, he has a true teacher's instinct for imparting his knowledge informatively whilst holding the attention of the reader.
It is Nolan's use of real corporations in his examples which makes the book so enthralling. Whilst these abbreviated histories of the rises and falls of various corporate empires at first appear to be oversimplified this is not the case. Nolan knows how to get to the point and tell us what we need to know. Nolan explains the battle for the book market waged between Amazon and Barnes & Noble in less than a page, but after reading that section it is clear why Amazon are still the market leaders and why Barnes & Noble have to compete against both Amazon and the ravages of dot vertigo in order to catch up.
Nolan explains the new concepts that he is introducing, such as the importance of the I-net (the cohesion of a company's intranet with the Internet) and the necessity of permeability, well enough for a business novice to grasp. He also includes a Key Concepts section at the end of each chapter to clarify the most important points of the preceding section and reproduces the relevant charts, graphs, tables and diagrams simply and effectively.
CONCLUSION:Nolan has produced a book which works as both an educational text, warning of the perils of dot vertigo for business managers, and as an interesting and entertaining read for those with any interest in corporate business. In fact, even those with no interest in big business will find themselves following the fates of the dot companies after reading Dot Vertigo. (Telecomworldwide)
"...if you are only going to read one book this year, Dot Vertigo is that book..." (e.doc, December 2001)
"...Unquestionably one of the better books on the dot.com phenomenon.." (Modern Management, April 2002)
