Why downsize when you can OPTIMIZE? "At McDonald’s our focus has always been on providing maximum value to customers through ‘optimal’ quality and tight cost management, which is why Optimization has become such a pivotal concept for us. Steve Sashihara’s book brings the concept to life.” —Kenneth M. Koziol, Corp. Senior Vice President, Innovation and Design, McDonald’s Corp. “Steve Sashihara convincingly demonstrates how the application of advanced quantitative techniques can significantly improve day-to-day decision making, which is what we have done at Quad/Graphics.” —Dave Blais, Executive Vice President, Quad/Graphics “The Optimization Edge is a powerful book that will change the way organizations make decisions and manage their assets.” —Frances Hesselbein, President and CEO, Leader to Leader Institute; Recipient, Presidential Medal of Freedom “At UPS, the ‘optimization edge’ has given us a competitive advantage. It enables us to solve problems of great complexity seamlessly and with increased velocity, resulting in smarter decisions and ultimately bringing greater value to our customers.” —Chuck Holland, Vice President of Industrial Engineering, UPS About the Book: In these challenging economic times, more and more companies have turned to “cut-back management” to ensure their survival. But how do some manage to outshine their competitors—and even grow—during downturns? How does Google outsearch the other search engines? How does McDonald’s McClobber the competition? More important, how can you increase your company’s profits without downsizing? The answer is Asset Optimization. This groundbreaking approach to decision making utilizes the latest advances in mathematics and computer software. Optimization expert Steve Sashihara shows you how to squeeze every ounce of value from your company, even under “perfect storm” conditions. You’ll learn how to: Drive up your company’s value—even in a downturn Re-allocate your resources—for maximum performance Streamline your company—and stay ahead of the competition Optimize your assets—for long-term growth A proven, practical, and workable alternative to “corporate anorexia,” Optimization is your best option for dealing head-on with marketplace volatility and resource scarcity. This step-by-step guide offers concrete, ready-to- use tools drawn from decades of superior business practices—the best-kept secrets of global successes such as Amazon, Google, Marriott, McDonald’s, Intel, SAS, and UPS. You’ll learn what Optimization is, what best practices you can immediately put to use, how to use Optimization to speed up and improve decision making, and how to integrate Optimization into your organization’s culture. If you want to thrive in any economy—and grow your company in the future—forget about downsizing. Get The Optimization Edge.

AUDIENCE: For upper level undergraduate and MBA Management Accounting courses. APPROACH: Atkinson is a managerially-oriented book that focuses on both quantitative and qualitative aspects of classical and contemporary managerial accounting. COMPETITORS: Garrison, MH;

The source of competitive advantage has shifted in many organizations from reliability to innovation and flexibility. But what does it take for an organization that innovates to then manage effectively? In this follow-up to Built to Change, Ed Lawler argues that it is a combination of the right structure and the right people. First, organizations must decide what structure they are: are you a high-involvement organization that has products and services that require a high level of coordination and cooperation among employees? Or do you have a more global competitor structure in which you are constantly bringing in new talent and technological expertise? Are you a mixture of both? Lawler outlines the unique human capital strategy for each approach, shows what it looks like in action, and provides the foundation and tools for creating competitive and innovative organizations.

World-renowned economist Klaus Schwab, Founder and Executive Chairman of the World Economic Forum, explains that we have an opportunity to shape the fourth industrial revolu­tion, which will fundamentally alter how we live and work. Schwab argues that this revolution is different in scale, scope and complexity from any that have come before. Characterized by a range of new technologies that are fusing the physical, digital and biological worlds, the developments are affecting all disciplines, economies, industries and governments, and even challenging ideas about what it means to be human. Artificial intelligence is already all around us, from supercomputers, drones and virtual assistants to 3D printing, DNA sequencing, smart thermostats, wear­able sensors and microchips smaller than a grain of sand. But this is just the beginning: nanomaterials 200 times stronger than steel and a million times thinner than a strand of hair and the first transplant of a 3D printed liver are already in development. Imagine “smart factories” in which global systems of manu­facturing are coordinated virtually, or implantable mobile phones made of biosynthetic materials. The fourth industrial revolution, says Schwab, is more significant, and its ramifications more profound, than in any prior period of human history. He outlines the key technologies driving this revolution and discusses the major impacts expected on government, business, civil society and individu­als. Schwab also offers bold ideas on how to harness these changes and shape a better future—one in which technology empowers people rather than replaces them; progress serves society rather than disrupts it; and in which innovators respect moral and ethical boundaries rather than cross them. We all have the opportunity to contribute to developing new frame­works that advance progress.

Create the personalized and compelling experiences that today's customers expect by harnessing AI and digital technologies to create smart connected products, with this cutting-edge guide from senior leaders at Accenture. Digital technology is both friend and foe: highly disruptive, yet it cannot be ignored. As traditional products transform into smart connected products faster than ever before, companies that fail to make use of it now put themselves in the firing line for disintermediation or even eradication. However, digital technology is also the biggest opportunity for product-making businesses to create the next generation of goods in the marketplace. In Reinventing the Product, Eric Schaeffer and David Sovie, both Senior Managing Directors at Accenture, show how this reinvention is made possible, to deliver truly intelligent, and often even autonomous, products. Reinventing the Product makes the case for companies to rethink their product strategy, innovation and engineering processes, including: - How to harness the opportunities of AI and digital technologies, such as IoT sensors, blockchain, advanced analytics, cloud and edge computing - Practical advice on transforming their entire culture to build the future of successful 'living products' - Features case studies from global organizations such as Faurecia, Signify, Symmons and Haier and interviews with thought leaders from top companies including Amazon, ABB, Tesla, Samsung and Google This book provides the only advice any product-making company needs as it embarks on, or accelerates, its digitization journey.

Today, constellations of firms ally against each other--and the firm that stands alone, may fail alone. Now there's a start-to-finish guide to the opportunities facing extended enterprises. This book show why extended enterprises demand radically new buyer-supplier relationships, why traditional business structures inhibit alliances, and how to develop the competencies a company needs.

Over the past decade, businesses have faced relentless change on multiple dimensions, and the list of the world’s largest companies has changed enormously. The keys to success are likely to be just as different for the new decade. Winning the ’20s analyzes the new competitive environment that businesses face and outlines what will it take to win in the 2020s. To stay ahead of the trends that are reshaping business, leaders need to rethink existing assumptions and retool their companies. Both traditional incumbents and younger digital giants will face very different but equally critical challenges in the 2020s—and would do well to learn from each other’s strengths. This book discusses the new dimensions of competition that will affect corporate strategy in the next decade and how leaders can reinvent their organizations to be better suited for the new environment. The companies that succeed in the 2020s will look very different than they do today—they will have evolved their businesses to harness new technologies and reshaped their external relationships, organizations, and approaches accordingly. Winning the ’20s will help business professionals as well as academics and students with an interest in strategy and leadership answer this critical question for the start of this decade: How should you prepare your company to avoid being left behind and emerge as a winner in a rapidly evolving business landscape?

Digital transformation is not about technology--it's about change. In the rapidly changing digital economy, you can't succeed by merely tweaking management practices that led to past success. And yet, while many leaders and managers recognize the threat from digital--and the potential opportunity--they lack a common language and compelling framework to help them assess it and guide them in responding. They don't know how to think about their digital business model. In this concise, practical book, MIT digital research leaders Peter Weill and Stephanie Woerner provide a powerful yet straightforward framework that has been field-tested globally with dozens of senior management teams. Based on years of study at the MIT Center for Information Systems Research (CISR), the authors find that digitization is moving companies' business models on two dimensions: from value chains to digital ecosystems, and from a fuzzy understanding of the needs of end customers to a sharper one. Looking at these dimensions in combination results in four distinct business models, each with different capabilities. The book then sets out six driving questions, in separate chapters, that help managers and executives clarify where they are currently in an increasingly digital business landscape and highlight what's needed to move toward a higher-value digital business model. Filled with straightforward self-assessments, motivating examples, and sharp financial analyses of where profits are made, this smart book will help you tackle the threats, leverage the opportunities, and create winning digital strategies.