Living on the Fault Line : Managing for Shareholder Value in the Age of the Internet Review
Life on the Fault Line will be especially useful for those who are in technology-based society.
This book combines the perspectives of different books in one. As a result of skeletons so much material, the book has more than 100,000 feet above sea level. Although the breathtaking scenery, you can not see most of the details. For managers and executives who left under the condition that the funds that may have problems with implementation. The ability to overcome this weaknessswitch to other books, and not these issues in detail, as read built to last and Innovator Dilemma solved.
The first part is the usual material about how the Internet is changing the business. It continued to focus on the IT department from a traditional business as a weak link in response to Internet opportunities and challenges.
The second part of Moore's repeated focus on the prospects for shareholder value from the gorilla game (book, which I liked much better than this). In essence, it considers thatManagement and the Board should look at the scope and direction of the stock price as a test of corporate strategy and implementation.
Part three hits on the highlights fountain in the middle create a competitive advantage because the technology changes.
The fourth section describes how changes in the peak periods, while the technology wave. This is probably the most interesting part of the book. It is made quite well.
The fifth section discusses the key concept of concentrationcreates a competitive advantage by getting rid of all internal and external, and partnership. I thought it was too easy. In many cases, you can test their internal perspective, the worst place for important activities. For example, Wal-Mart reportedly began to get better with the development of the Internet, having in this key area for outsourcing. Note, however, it appears that Wal-Mart is still struggling with the Internet. This section was really addressingInnovator's dilemma of materials and concepts.
And finally, how to institutionalize how your company on the Internet and new technologies, attack? This is normal material from various books, and you can skip if you read in the economy.
If you want your business less powerful compressed and simplified, then rate this book 5-star hotel. If you would like more information, you will be ranked lower. If you have too many details, skip this book. This is absolutely insensitive.
After readingthis book, I suggest you think about when you can communicate at a high level of generalization. People there simply must. See the excellent book, Simplicity, more ideas!
Living on the Fault Line : Managing for Shareholder Value in the Age of the Internet Overview
Geoffrey Moore’s first two books, Crossing the Chasm and Inside the Tornado, were gospel to a generation of high-tech managers. The challenge those books addressed was how to market and sell according to what he called the “Technology Adoption Life Cycle.” In Living on the Fault Line, Moore takes his message to a very different group of execs, those who have never had to worry about marketing technology but who now face the biggest and most disruptive technology life cycle of all–the Internet.
Moore contends the Internet has changed everything, and he means it. As many companies are now discovering, market share is worth more than earnings; virtual integration trumps vertical integration; and the IT department, once relegated to a stuffy back office, is no longer “about the business–it is the business.” The best proxy of a company’s success? Try its stock price. Moore writes, “Stock price is in effect an information system about competitive advantage, it can help you sort through which markets to attack, which strategies to pursue, which partners to endorse, and which tactics to execute…. Capital, in other words, flows to competitive advantage and abandons competitive disadvantage.”
For some, Moore’s prescriptions may seem over the top. But those grappling for a handhold on the Internet economy will find much to ponder here. For example, managers faced with a scarcity of time and resources will find his analysis of core and context a powerful prism to manage by. He defines “core” as activities that differentiate a company in the marketplace and thereby drive its stock price. “Context” is simply everything else the company already does. His suggestion: assign your best people to the core and outsource as much of the context as possible.
If you’ve enjoyed Moore’s previous work, you’ll find Living on the Fault Line a must. If you’ve never read Moore before, get this on your bookshelf before your competition does. Engaging and highly readable, this one’s a keeper. –Harry C. Edwards
Living on the Fault Line : Managing for Shareholder Value in the Age of the Internet Specifications
The fault line–that dangerous, unstable seam in the economy where the Internet and other powerful innovations meet and create market-shattering tremors. Every company lives on it; no manager can control it. Everyone must learn to deal with it.
Now, Geoffrey Moore, author of Crossing the Chasm and Inside the Tornado, two bestselling works that helped guide the high-tech revolution, explores the new management paradigms that will guide businesses in the twenty-first century, showing them how to survive and thrive on the fault line.
In this long-awaited new book, Moore turns his attention to the most important question for businesses: How can companies that rose to prominence prior to the age of the Internet manage for shareholder value now that the Internet is upon us?
The old management truths are dead. Business models that worked admirably until the last decade of the twentieth century must be replaced. The dotcoms are invading every sector of commerce, overturning established relationships, reengineering markets, attacking long-established price points, and disintermediating longstanding institutions.
What should management do when it is under direct assault from companies no one ever heard of even a few years ago?
In a book that will reset the management agenda in the age of the Internet, Moore shows why sensitivity to stock price is the single most important lever for managing in the future, both as a leading indicator of shifts in competitive advantage and as an employee motivator for making necessary changes in organizations heretofore impervious to change. He prescribes a new agenda for management teams that includesNew strategies for achieving and sustaining competitive advantageNew metrics to keep management teams on course with these strategiesA specific blueprint for how the blue-chip companies can meet the challenge of the dotcomsModels of organizational change for each stage of market developmentThe crucial role of declaring a culture inenabling swift response to global change
Today practically every company, whether inside the high-tech sector or not, is living on the fault line. By synthesizing his groundbreaking earlier work on the dynamics of technology-based markets with a new focus on managing publicly held corporations for shareholder value, Geoffrey Moore provides a highly prescriptive guide for any company struggling to manage the disruptive forces of the new economy.
In Crossing the Chasm and Inside the Tornado, Moore created a new language for navigating the technology adoption life cycle. In Living on the Fault Line, he once again offers a brilliant set of navigational tools to help meet today’s defining management challenge-managing for shareholder value in the age of the Internet.
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Customer Reviews
A little faulty but still useful – Eric Kassan – Las Vegas, NV USA
It was in dot com boom era in 2000, and represents the number of theories that were eventually disproved in written form. This means that this book makes you think, and proposes some new ways of looking at shareholder value and corporate culture. The book consists of five main themes —
1st Separate core versus context, and outsourcing context. In short, the author challenges of outsourcing anything that is not possible to significantly increase the stock price. He also calledthese areas, "hygiene" because they have the ability to harm through negligence, but not significantly contribute. Unfortunately, he completely ignores the costs of managing external ISPs. Because, when done wrong, you can provide your company significantly violated, must protect it to keep quality control, and it would be the dealer for a fox in the henhouse.
2nd To understand the causes of market value is essentially the product of competitiveBenefit gap (between the benefits of your products and competitors) and competitive advantage period (how long it will take a space). Although it is clear qualitative measures, are analyzed in a convincing way, that affect the market value exists, and by how much.
3rd For factors which are competitive advantages are proposed in five layers. Among those are crucial for leasing the importance of technology, value chain control market segment leadership, performance / ValueDisciplines and different products.
4th Technology Adoption Life Cycle (talc) are combined and used, but was introduced in the best "Crossing the Chasm" and "Inside the Tornado" – older books from the same author.
5th In essence, they exist) of four cultures (competence, control, collaboration, and growing. While individual functional areas, some of which are ultimately the whole enterprise is usually identified with the same culture for maximum efficiency.
The book is well written, but lacks consistency and focus of earlier books the author. And help in some theories disproved time (from visionary companies and the value of outsourcing the most important names) are not.
Same old baloney – –
The author shows us the value of this work in his preface. Xiv at the top of the page comment on his previous works include the phrase says: "In sum, a large part of my celebration of the new economy was a lot of old rubbish. Now most of this new work is the same. Common Agricultural Policy and the Common Agricultural Policy is a remake of the old tried and true concepts. Context and the core is modified 80/20 rule. Rather than wasting the purchase or God forbid your precious time to read this book to wait untilAuthor's next book, where he hoped to be in his next letter to commend not only the money paid for the rubbish repackaging.
Some Major Points, A Little Carried Away – Charlie Lucania – Seattle, WA USA
A good book, although not as important as the gorilla game Chasm and transition.
Meaning it is, I think, on page 96, where the author lists the different levels of competition:
1st Competition from new versus the old paradigm of paradigm (eg PC vs minicomputers and mainframes
2nd Competition between new designs – Apple vs PC value chain, value chain, for example.
3rd Competition for space on the value chain – Dell vs Compaq MS-DOS vs C / PM vs Pascal, etc.
4th Competitionfor a larger piece of cake – Intel vs Dell vs Microsoft vs CompUSA, etc.
As you can see, including the first two stages of "cooperation" during the last 2 are the competition (Michael Porter hit style).
There are other important issues that are in this book – I thought that I noted as a major blow to me.
Good hunting!
The culmination of Moore’s business framework thinking – Max More – Austin, TX USA
Geoffrey Moore last book should be required reading for all managers in the Internet age. Rather than a complete theory, weak book with many examples, or the creation of a detailed theory which can not be used, Moore is a brilliant work of practical business doctrine. Based on and expanded his work in "Crossing Chasm, Inside the Tornado and Gorilla Game Moore looks at the various stages of business development, such as management of shareholder value,how to create and maintain a competitive advantage and how to effectively overcome the firms with different cultures, Innovator's dilemma. Each executive sense, the Internet or want to take full advantage of discontinuous innovation threatened should read this book.
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