5th Generation Management

Table of Contents

• Foreward by Tom Peters
• Preface to the First Edition
• Preface to the Revised Edition
• Acknowledgments
• PART ONE FIVE DAYS THAT CHANGE THE ENTERPRISE
• PART TWO CO-CREATING THROUGH VIRTUAL ENTERPRISING, DYNAMIC TEAMING, AND KNOWLEDGE NETWORKING
• Afterword by Daniel Burrus
• References

PART ONE

FIVE DAYS THAT CHANGE THE ENTERPRISE

• CHAPTER 1 MONDAY
  • A Troubled President
  • The Numbers Do Not Add Up
  • Sleepless Nights
  • Torn in Half!
  • Beyond the Scissors Kick
  • The Military Understands Already
• CHAPTER 2 TUESDAY
  • Boring Numbers
  • Beyond Transactions
  • Beyond the Value Chain
  • Aspirations and Opportunities
  • Emboldening Customers and Strengthening Their Capabilities
  • Redefining STAFF and LINE
  • Seeding Opportunities
  • Adding Value and Generating Value
  • Transforming Both Raw Materials and Raw Ideas
  • Finding and Growing Seeds of Opportunities
• CHAPTER 3 WEDNESDAY
  • Either/Or-itis
  • Innovating with Our Customers
  • Boxes and Lines
  • Distrust
  • Bigger than the Boxes
  • Rethinking the Model
  • Both/And Thinking
  • Jobs and Capabilities
  • Problems and Opportunities
• Chapter 4 Thursday
  • Excitement
  • Realism Sets In
  • Strategic Planning: A Dated Process
  • Sustainable Competitive Advantage
  • Mastering the Basics
  • Culture of Valuing
  • Designing a New Approach to Rewards
  • Work Is Conversation
  • Strategic Dialogue Process
  • Work Is Not Neutral
  • Welcome Aboard
• CHAPTER 5 FRIDAY
  • Taking Stock
  • Virtual Enterprising
  • Rhythm
  • But We Aren't Ready!
  • Knowledge Assets
  • Knowledge Networking
  • The Rhythm of Meetings
  • Redefining the Staff
  • The Line Changes Also
  • Overlapping Circles
  • Taking Responsibility
  • The Four Circle Model
  • Discoveryshops

TO THE OUTLINE

PART TWO

CO-CREATING THROUGH VIRTUAL ENTERPRISING, DYNAMIC TEAMING, AND KNOWLEDGE NETWORKING

• CHAPTER 6 INTRODUCTION: THE PAST AND FUTURE
  • Bankruptcy of the Industrial Era
  • Management and Leadership Challenges of the Next Decade
  • Key Concepts
  • From Steep Hierarchies to Knowledge Networking
  • The Broadening Scope of Management
  • Chapter Focuses
• CHAPTER 7 FIVE GENERATIONS OF COMPUTERS AND MANAGEMENT
  • Generations of Computers
  • Generations of Management
  • Historical Eras
  • Looking Beyond the Bottleneck
    • Drucker: Vision of the &quotquotquot;New Organization&quotquotquot;
    • Davis: Networking Will Encompass Hierarchies
    • Nolan: The Twenty-First-Century Organization
  • A New Intellectual Foundation for Manufacturing
    • Holonic Management
    • Warnecke: Fractal Enterprises
    • Goldman, Nagel, and Preiss: Agile Competitors and Virtual Organizations
    • Nonaka and Takeuchi: The Knowledge-Creating Company
    • Helgesen: The Web of Inclusion
  • Self-Organizing and Intelligent Enterprises
• CHAPTER 8 COMPUTERIZING STEEP HIERARCHIES: WILL IT WORK?
  • Historical Perspective
  • The Emergence of Steep Hierarchies
  • The Structure of Steep Hierarchies
  • Computerizing Steep Hierarchies
  • Some Unexpected Consequences
  • Critical Computerization Issues
  • Key Interrelationships of Computerization Issues
• CHAPTER 9 STEEP HIERARCHIES: BREAKING FREE
  • Conceptual Principles of the Early Industrial Era
    • The Division and Subdivision of Labor and Self-Interest
    • Pay for Narrowly Defined Tasks
  • Conceptual Principles of the Late Industrial Era
    • Division and Subdivision of Management
    • Separation of Ownership and Management
    • Separation of Thinking and Doing
    • One Person/One Boss
    • Automation
      • Automation and CIM
      • Integration: An Evolving Concept
      • CIM and People
• CHAPTER 10 KNOWLEDGE NETWORKING: ENHANCING ORGANIZATIONS
  • Steep Hierarchies under Pressure
  • Conceptual Principles of the Early Knowledge Era
    • Peer-to-Peer Knowledge Networking
    • The Integrative Process
    • Work as Dialogue
    • Human Time and Timing
      • The Past: Living Remembrances (Knowledging)
      • The Future: Living Anticipations (Envisioning)
    • Virtual Enterprising and Dynamic Teaming
      • Virtual Enterprising
      • Dynamic Teaming as Task-Focusing Teams
    • Interrelating the Five Conceptual Principles
• CHAPTER 11 CONFUSINGLY COMPLEX TO ELEGANTLY SIMPLE ENTERPRISES
  • The Basics: Space and Human Time
  • Transition in Management Models
  • Navigating the Transition
    • Transitioning from the Industrial Era to the Knowledge Era
    • Transitioning from Routine to Complexity
    • Transitioning from Sequential to Parallel
    • Transitioning the Conceptual Principles
    • Transitioning to New Structures
      • "Chain of Command" to "Networked and Networking"
      • "Command and Control" to "Focus and Coordinate"
      • "Authority of Position" to "Authority of Knowledge"
      • "Sequential Activities" to "Simultaneous Activities"
      • "Vertical Communication" to "Horizontal Communication"
      • "Distrust and Compliance" to "Trust and Integrity"
    • Two Examples of the Transition: Managing with Blurry Boundaries
• CHAPTER 12 MANAGING KNOWLEDGE NETWORKING
  • Ten Practical Considerations
    1. Envisioning Capabilities and Aspirations
    2. Functions: Centers of Excellence
    3. The Technical Networking Infrastructure
    4. Data Integration Strategy
    5. Multiple Task Team Management
    6. Learning, Relearning, and Unlearning
    7. Values, Norms, Rewards, and Measurement Systems
    8. Teamwork of Teams
    9. Knowledging Capabilities
    10. Inclusive Virtual Task-Focusing Teams
  • Concluding Thoughts