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Grab the top spot in your industry by seizing the power of IoT Smart products are everywhere. They’re in our companies, in our homes, in our pockets. People love these products. But what they love more is what these products do—and for anyone running a business today, outcomes are the key. The Internet of Things (IoT) is the point of connection between products and the results they deliver—it’s where products become software. IoT Inc. explains everything you need to know to position your company within this powerful new network. And once you do, you’ll leave the competition in the dust. Founder and president of today’s leading IoT business consulting firm, Bruce Sinclair has been helping companies develop IoT strategies for a decade—far longer than the term has even existed. This essential guide provides an in-depth look into IoT—how it works and how it is transforming business; methods for seeing your own business, customers, and competitors through the lens of IoT, and a deep dive into how to develop and implement a powerful IoT strategy. IoT isn’t a new business trend. It’s the new way of business. Period. The IoT wave is heading for your industry. You can either meet it head-on, and ride it to success, or you can turn your back and let it swamp you. This is your playbook for transforming your company into a major player in the IoT Outcome economy.
Everything and everyone is becoming interconnected. The Internet of Things is transforming the ways in which new value is being created in practically every business and every workplace. In the Industrial IoT, roles must change and rules are meant to be broken. This is where the value is. This is the new opportunity. This book looks beyond the simple concept of connectivity to delve into the specific ways in which new value is being created, and how that will alter the most basic economics of how we live, work, and play. The book offers a concrete understanding of how the Industrial Internet of Things is transforming business models by taking the quantum leap from companies that make promises about products to companies that promise outcomes; a collaborative and interconnected world in which success hinges on how well you can integrate your organization as part of a complex ecosystem that will align itself around outcomes and innovation.
"Policy-makers often call for expanding public spending on infrastructure, which includes a broad range of investments from roads and bridges to digital networks that will expand access to high-speed broadband. Some point to near-term macro-economic benefits and job creation, others focus on long-term effects on productivity and economic growth. This volume explores the links between infrastructure spending and economic outcomes, as well as key economic issues in the funding and management of infrastructure projects. It draws together research studies that describe the short-run stimulus effects of infrastructure spending, develop new estimates of the stock of U.S. infrastructure capital, and explore the incentive aspects of public-private partnerships (PPPs). A salient issue is the treatment of risk in evaluating publicly-funded infrastructure projects and in connection with PPPs. The goal of the volume is to provide a reference for researchers seeking to expand research on infrastructure issues, and for policy-makers tasked with determining the appropriate level of infrastructure spending"--
This text seeks to raise the curtain on competitive pricing strategies and asserts that businesses often miss their best opportunity for providing consumers with what they want - an experience. It presents a strategy for companies to script and stage the experiences provided by their products.
#1 New York Times Bestseller “Significant...The book is both instructive and surprisingly moving.” —The New York Times Ray Dalio, one of the world’s most successful investors and entrepreneurs, shares the unconventional principles that he’s developed, refined, and used over the past forty years to create unique results in both life and business—and which any person or organization can adopt to help achieve their goals. In 1975, Ray Dalio founded an investment firm, Bridgewater Associates, out of his two-bedroom apartment in New York City. Forty years later, Bridgewater has made more money for its clients than any other hedge fund in history and grown into the fifth most important private company in the United States, according to Fortune magazine. Dalio himself has been named to Time magazine’s list of the 100 most influential people in the world. Along the way, Dalio discovered a set of unique principles that have led to Bridgewater’s exceptionally effective culture, which he describes as “an idea meritocracy that strives to achieve meaningful work and meaningful relationships through radical transparency.” It is these principles, and not anything special about Dalio—who grew up an ordinary kid in a middle-class Long Island neighborhood—that he believes are the reason behind his success. In Principles, Dalio shares what he’s learned over the course of his remarkable career. He argues that life, management, economics, and investing can all be systemized into rules and understood like machines. The book’s hundreds of practical lessons, which are built around his cornerstones of “radical truth” and “radical transparency,” include Dalio laying out the most effective ways for individuals and organizations to make decisions, approach challenges, and build strong teams. He also describes the innovative tools the firm uses to bring an idea meritocracy to life, such as creating “baseball cards” for all employees that distill their strengths and weaknesses, and employing computerized decision-making systems to make believability-weighted decisions. While the book brims with novel ideas for organizations and institutions, Principles also offers a clear, straightforward approach to decision-making that Dalio believes anyone can apply, no matter what they’re seeking to achieve. Here, from a man who has been called both “the Steve Jobs of investing” and “the philosopher king of the financial universe” (CIO magazine), is a rare opportunity to gain proven advice unlike anything you’ll find in the conventional business press.
"Argues that incoherent social programs significantly contribute to poverty and little growth. Proposes converting the existing social security system into universal social entitlements. Advocates eliminating wage-based social security contributions and raising consumption taxes on higher-income households to increase the rate of GDP growth, reduce inequality, and improve benefits for workers"--Provided by publisher.
Does economics influence elections? How does such influence work? Under what conditions is it more or less likely to occur? Free, popular elections matter, and they make a difference precisely because, at periodic intervals, they set the limits or constraints within which the interests of business and the interests of the people pursue their political goals. These are the basic ideas addressed in the chapters of this volume. "This fine collection of papers dealing with the effects of economic variables on electoral behaviour and electoral outcomes . . . will be of particular interest to specialists in the study of elections, but will also be valuable to students of political economy and comparative politics more generally . . ." - Canadian Journal of Politics
The First Management Classic of the New Millennium! A bold experiment is taking place these days, as leading-edge companies turn upside down the management paradigm that has dominated corporate thinking for more than one hundred years. Southwest Airlines is perhaps the most visible practitioner, soaring through economic downturns while its competitors slash their budgets and order massive layoffs, but you can find other pioneers of the new approach in almost every industry and market niche. Their secret: a culture of ownership that allows them to tap into the most underutilized resource in business today–namely, the enthusiasm, intelligence, and creativity of working people everywhere. No one knows more about building a culture of ownership than CEO Jack Stack, who’s been working on one for the past twenty years with his colleagues at SRC Holdings Corporation (formerly Springfield ReManufacturing Corporation). Along the way, they’ve turned their company into what Business Week has called a “management Mecca,” attracting thousands of people representing hundreds of businesses to SRC’s home in Springfield, Missouri. There the visitors learn how to incorporate the ideals and values of SRC’s remarkable corporate culture into their own organizations–and then they go back and do it. Now, in A Stake in the Outcome, Stack offers a master class on creating a culture of ownership, presenting the hard-won lessons of his own twenty-year journey and explaining what it really takes to build for long-term success. The pioneer of “open-book management” (described in the best-selling classic The Great Game of Business), Stack and twelve other managers began their journey in 1982, when they purchased their factory from its struggling parent company. SRC grew 15 percent a year, while adding almost a thousand new jobs, and the company’s stock price rocketed from 10 cents to $81.60 per share. In the process, Stack discovered that long-term success required constant innovation–and that building a culture of ownership involved much more than paying bonuses, handing out stock options, or setting up an employee stock ownership plan. In a successful ownership culture, every employee had to take the fate of the company as personally as an individual owner would. Achieving that level of commitment was extraordinarily difficult, but Stack realized that the payoff would be enormous: a company that was consistently able to outperform the market. A Stake in the Outcome isn’t about theory–it’s about practice. Stack draws from his own successes and failures at SRC to show how any company can teach its employees to think and act like owners, including how to implement an effective equity-sharing program, how to promote continuous learning at every level of the organization, how to fire up employees’ competitive juices, how to broaden the concept of leadership and delegate responsibility for the business, and how to build a workforce that is fast on its feet and ready to take advantage of every opportunity. You’ll also learn about other companies that have succeeded in building cultures of ownership–and the lessons they can teach the rest of us. Written in Jack Stack’s straightforward, witty, no-beating-around-the-bush style, A Stake in the Outcome is like having a one-on-one session with a master entrepreneur and business innovator. It shows managers and executives of companies both large and small how to build a ferociously motivated workforce that is energized and committed to meeting and overcoming the most daunting challenges a company can face.
In the wake of economic crisis on a global scale, more and more people are reconsidering their role in the economy and wondering what they can do to make it work better for humanity and the planet. In this innovative book, J. K. Gibson-Graham, Jenny Cameron, and Stephen Healy contribute complex understandings of economics in practical terms: what can we do right now, in our own communities, to make a difference? Full of exercises, thinking tools, and inspiring examples from around the world, Take Back the Economy shows how people can implement small-scale changes in their own lives to create ethical economies. There is no manifesto here, no one prescribed model; rather, readers are encouraged and taught how to take back the economy in ways appropriate for their own communities and context, using what they already have at hand. Take Back the Economy dismantles the idea that the economy is separate from us and best comprehended by experts. Instead, the authors demonstrate that the economy is the outcome of the decisions and efforts we make every day. The economy is thus reframed as a space of ethical action—something we can shape and alter according to what is best for the well-being of people and the planet. The book explores what people are already doing to build ethical economies, presenting these deeds as mutual concerns: What is necessary for survival, and what do we do with the surplus produced beyond what will fulfill basic needs? What do we consume, and how do we preserve and replenish the commons—those resources that can be shared to maintain all? And finally, how can we invest in a future worth living in? Suitable for activists and students alike, Take Back the Economy will be of interest to anyone seeking a more just, sustainable, and equitable world.
Analyzing the evolution of economic policy in postwar Britain, this book develops a striking new argument about the sources of Britain's economic problems. Through an insightful, comparative examination of policy-making in Britain and France, Hall presents a new approach to state-society relations that emphasizes the crucial role of institutional structures.