Cybercorp
Subtitle: the new business revolution
By: James Martin.
Publisher: Amacom
Published: 1996
Place of publication: New York
Language: eng
Format: Hardcover
Number of pages: 326
Subjects: Virtual reality in management; Industrial management; Organizational change; International business enterprises -- Computer networks -- Management; Corporations -- Computer networks -- Management; Internet
Other titles: New business revolution
Description: This book is both a warning and a dramatic inspiration to business people worldwide. We are in the early stages of a total revolution in the nature of corporations. Leaders who understand the revolution are building "cybercorps"--Corporations which will take full advantage of cyberspace. It is a bloodless revolution but it will leave in its wake casualties and mayhem, as well as new types of success stories and the greatest growth rates in history. In cybercorp: the new business revolution, James Martin synthesizes a lifetime of research, experience, and thinking into the most accessible, hard-hitting, and visionary book he has ever produced. You'll find out: what the Internet and internal computer networks can do, and how the best companies are using them today; how to use cybermarketing to find new prospects, disseminate information to customers and salespeople, provide product support, get feedback, and more; how companies are reinventing themselves into a collection of value streams that deliver measurable - and extremely impressive - results; what "virtual" operations are, and how they are causing business partners to reinvent their relationships to respond rapidly to fast, fickle changes in the marketplace; how small companies are pooling their resources to create "cybercorp webs" capable of capturing the business of larger, more sluggish organizations; how successful companies are turning the workplace into a learning laboratory that constantly evolves, experiments - and achieves breakthrough developments; how obsolete management thinking can ruin all the technological strides a company has made - a subject most executives are loath to admit; and why the sledge-hammer approach of reengineering is detrimental to cybercorp thinking, and what senior management can do to ensure a successful culture change.
Notes: Includes bibliographical references and index.