ISBN: 0066619874, hardback, 1st edition, Fine Minus in a Fine Minus DJ; bottom front corner tip of book is slightly bumped, light wear to DJ and DJ edges, Book present nine paradoxes and contradictions that will shape the future of businesses in the 21st century, 8vo., 254 pages., 0.0 0.0 0.0.

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Detalles bibliogr�ficos

T�tulo: The Visionary's Handbook : Nine Paradoxes That Will Shape the Future of Your Business
Editor: New York, NY, USA: HarperCollins, 2000
Fecha de publicaci�n: 2000
Idioma: Ingl�s
ISBN 10: 0066619874
ISBN 13: 9780066619873
Encuadernaci�n: Hardcover
Edici�n: First Edition.
Estado de la sobrecubierta: Dust Jacket Included

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Sinopsis

Building upon the Age of Possibility first espoused in their provocative and acclaimed The 500 Year Delta, Watts Wacker and Jim Taylor now welcome readers to the Age of Uncertainty, where, because life has never been easier, it has never been more difficult.

In this unprecedented new book, Wacker and Taylor present a vision of the present and future that goes beyond all the chaos and complexity of our times. With a clear and firm grasp of their material, they proceed to chart a method for readers to create a personal course for the future.

This navigational route is premised upon the authors' profound understanding of nine mind-boggling paradoxes that capture the imponderables of modern life, and define the business and social climates of the world as we move forward into the new millennium:

The Paradox of the Visionary The closer your vision gets to a provable truth, the more you are simply describing the present. In the same way, the more certain you are of a future outcome, the more likely you will be wrong.
The Paradox of Value The value of any product becomes inseparable from a buyer's perception of worth. Instead of intrinsic value, we have relative value only--the products that a business makes bear diminished relations to the physical content of the offering.
The Paradox of Size The bigger you are, the smaller you need to be.
The Paradox of Time To succeed in the short term, you need to think in the long term. Yet the greater your vision and the longer the time interval over which you predict results, the greater the risk that you will be unable to take the necessary steps in the short term to achieve the long-term goals. The tension between short- and long-term planning has never been more tormented.
The Paradox of Competition Your biggest competitor is your own view of your future; competition comes from everywhere and nowhere at the same time.
The Paradox of Action You've got to go for what you can't expect to get; nothing will turn out exactly as it's supposed to. You must act intuitively and be equally ready to take resolute counter-intuitive action.
The Paradox of Leadership To lead from the front, you have to stay inside the story. In an inherently inconsistent world, consistency is not the virtue it once was in our leaders.
The Paradox of Leisure Play is hard work; play and work are blending and becoming indistinguishable.
The Paradox of Reality Every person on planet Earth today has the potential to be connected to every other person, and every single one of us inhabits a world of our own and is a marketing segment of absolutely one. As our links become stronger, our individuation becomes starker.

A bold, incisive book, The Visionary's Handbook captures the interlocking web o paradoxes that abound in everyday business life, and provides an essential map to help make the future work for every individual and every company in the challenging and uncertain times ahead.

Rese�a del editor

The Paradox of the Visionary The closer your vision gets to a provable truth, the more you are simply describing the present. In the same way, the more certain you are of a future outcome, the more likely you will be wrong.
The Paradox of Value The value of any product becomes inseparable from a buyer's perception of worth. Instead of intrinsic value, we have relative value only--the products that a business makes bear diminished relations to the physical content of the offering.
The Paradox of Size The bigger you are, the smaller you need to be.
The Paradox of Time To succeed in the short term, you need to think in the long term. Yet the greater your vision and the longer the time interval over which you predict results, the greater the risk that you will be unable to take the necessary steps in the short term to achieve the long-term goals. The tension between short- and long-term planning has never been more tormented.
The Paradox of Competition Your biggest competitor is your own view of your future; competition comes from everywhere and nowhere at the same time.
The Paradox of Action You've got to go for what you can't expect to get; nothing will turn out exactly as it's supposed to. You must act intuitively and be equally ready to take resolute counter-intuitive action.
The Paradox of Leadership To lead from the front, you have to stay inside the story. In an inherently inconsistent world, consistency is not the virtue it once was in our leaders.
The Paradox of Leisure Play is hard work; play and work are blending and becoming indistinguishable.
The Paradox of Reality Every person on planet Earth today has the potential to be connected to every other person, and every single one of us inhabits a world of our own and is a marketing segment of absolutely one. As our links become stronger, our individuation becomes starker.

"Sobre este t�tulo" puede pertenecer a otra edici�n de este libro.

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