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EDGE: The Agile Operating Model That Will Help You Successfully Execute Your Digital Transformation “[The authors’] passion for technology allows them to recognize that for most enterprises in the 21st century, technology is THE business. This is what really separates the EDGE approach. It is a comprehensive operating model with technology at its core.” —From the Foreword by Heidi Musser, Executive Vice President and Principal Consultant, Leading Agile; retired, Vice President and CIO, USAA Maximum innovation happens at the edge of chaos: the messy, risky, and uncertain threshold between randomness and structure. Operating there is uncomfortable but it’s where organizations “invent the future.” EDGE is a set of fast, iterative, adaptive, lightweight, and value-driven tools to achieve digital transformation, and EDGE: Value-Driven Digital Transformation is your guide to using this operating model for innovation. Jim Highsmith is one of the world’s leading agile pioneers and a coauthor of the Agile Manifesto. He, Linda Luu, and David Robinson know from their vast in-the-trenches experience that sustainable digital transformation requires far more than adopting isolated agile practices or conventional portfolio management. This hard, indispensable work involves changing culture and mindset, and going beyond transforming the IT department. EDGE embraces an adaptive mindset in the face of market uncertainty, a visible, value-centered portfolio approach that encourages continual value linkages from vision to detailed initiatives, incremental funding that shifts as strategies evolve, collaborative decision-making, and better risk mitigation. This guide shows leaders how to use the breakthrough EDGE approach to go beyond incremental improvement in a world of exponential opportunities. Build an organization that adapts fast enough to thrive Clear away unnecessary governance processes, obsolete “command and control” leadership approaches, and slow budgeting/planning cycles Improve collaboration when major, fast-paced responses are necessary Continually optimize investment allocation and monitoring based on your vision and goals Register your product for convenient access to downloads, updates, and/or corrections as they become available. See inside book for details.
Why an organization's response to digital disruption should focus on people and processes and not necessarily on technology. Digital technologies are disrupting organizations of every size and shape, leaving managers scrambling to find a technology fix that will help their organizations compete. This book offers managers and business leaders a guide for surviving digital disruptions—but it is not a book about technology. It is about the organizational changes required to harness the power of technology. The authors argue that digital disruption is primarily about people and that effective digital transformation involves changes to organizational dynamics and how work gets done. A focus only on selecting and implementing the right digital technologies is not likely to lead to success. The best way to respond to digital disruption is by changing the company culture to be more agile, risk tolerant, and experimental. The authors draw on four years of research, conducted in partnership with MIT Sloan Management Review and Deloitte, surveying more than 16,000 people and conducting interviews with managers at such companies as Walmart, Google, and Salesforce. They introduce the concept of digital maturity—the ability to take advantage of opportunities offered by the new technology—and address the specifics of digital transformation, including cultivating a digital environment, enabling intentional collaboration, and fostering an experimental mindset. Every organization needs to understand its “digital DNA” in order to stop “doing digital” and start “being digital.” Digital disruption won't end anytime soon; the average worker will probably experience numerous waves of disruption during the course of a career. The insights offered by The Technology Fallacy will hold true through them all. A book in the Management on the Cutting Edge series, published in cooperation with MIT Sloan Management Review.
From Simon & Schuster and Gerard K. O'Neill, author of The High Frontier and 2081, comes The Technology Edge, an exploration into the opportunities for America in world competition. Leading business and economic expert Gerard K. O'Neill uses his latest book, The Technology Edge to cover the new opportunities for America in the world competition.
***BUSINESS BOOK AWARDS - FINALIST 2021*** Discover how 25 powerful technology trends are transforming 21st century businesses How will the latest technologies transform your business? Future Tech Trends in Practice will give you the knowledge of today’s most important technology trends, and how to take full advantage of them to grow your business. The book presents25 real-world technology trends along with their potential contributions to organisational success. You’ll learn how to integrate existing advancements and plan for those that are on the way. In this book, best-selling author, strategic business advisor, and respected futurist Bernard Marr explains the role of technology in providing innovative businesses solutions for companies of varying sizes and across different industries. He covers wide-ranging trends and provides an overview of how companies are using these new and emerging technologies in practice. You, too, can prepare your company for the potential and power of trending technology by examining these and other areas of innovation described in Future Tech Trends in Practice: Artificial intelligence, including machine and deep learning The Internet of Things and the rise of smart devices Self-driving cars and autonomous drones 3D printing and additive manufacturing Blockchain technology Genomics and gene editing Augmented, virtual and mixed reality When you understand the technology trends that are driving success, now and into the future, you’ll be better positioned to address and solve problems within your organisation.
Generate faster, better results—using less capital and fewer resources! Toyota, Alcoa, Pratt & Whitney, and the U.S. Navy's Nuclear Power Program operate in vastly different worlds, but they have one thing in common. Each of these organizations generates constant, almost automatic operational self-improvements at rates faster, durations longer, and breadths wider than any of its competitors. Excellence in operational management is the single element separating industry leaders from all others. The High-Velocity Edge is a blueprint for fueling innovation and improvement at both the management and process level in your own company. It’s not magic, it’s not luck. It’s something that that can be taught, cultivated, practiced, and effectively applied to an organization. Spears explains how to: Build a system of “dynamic discovery” that reveals operational problems and weaknesses Attack and solve problems at the time and in the place where they occur, converting weaknesses into strengths Disseminate knowledge gained from solving local problems throughout the company as a whole Create managers invested in the process of continual innovation Apply the lessons of The High-Velocity Edge, and you will enjoy profitability, quality, efficiency, reliability, and agility unmatched by any of your rivals.
From BIM (building information modeling) to RFID (radio frequency identification) to BAS (building automation and control systems), facility managers of today's commercial buildings are often asked to work with a variety of technologies without any experience in IT. This new book is a welcome primer for facility managers and engineers. Each chapter covers a different technology and includes specific and helpful case studies. Authored by the International Facility Management Association (IFMA), this unique resource is also a practical textbook for candidates studying for IFMA certification.
In The Place with No Edge, Adam Mandelman follows three centuries of human efforts to inhabit and control the lower Mississippi River delta, the vast watery flatlands spreading across much of southern Louisiana. He finds that people’s use of technology to tame unruly nature in the region has produced interdependence with—rather than independence from—the environment. Created over millennia by deposits of silt and sand, the Mississippi River delta is one of the most dynamic landscapes in North America. From the eighteenth-century establishment of the first French fort below New Orleans to the creation of Louisiana’s Coastal Master Plan in the 2000s, people have attempted to harness and master this landscape through technology. Mandelman examines six specific interventions employed in the delta over time: levees, rice flumes, pullboats, geophysical surveys, dredgers, and petroleum cracking. He demonstrates that even as people seemed to gain control over the environment, they grew more deeply intertwined with—and vulnerable to—it. The greatest folly, Mandelman argues, is to believe that technology affords mastery. Environmental catastrophes of coastal land loss and petrochemical pollution may appear to be disconnected, but both emerged from the same fantasy of harnessing nature to technology. Similarly, the levee system’s failures and the subsequent deluge after Hurricane Katrina owe as much to centuries of human entanglement with the delta as to global warming’s rising seas and strengthening storms. The Place with No Edge advocates for a deeper understanding of humans’ relationship with nature. It provides compelling evidence that altering the environment—whether to make it habitable, profitable, or navigable —inevitably brings a response, sometimes with unanticipated consequences. Mandelman encourages a mindfulness of the ways that our inventions engage with nature and a willingness to intervene in responsible, respectful ways.
The rapid expansion of laborless production systems creates enormous instability. Money previously paid in wages is spent on technology. Workers lose jobs to robotic intelligence and, therefore, have no money to buy the goods produced by the technology. CUTTING EDGE provides an up-to-the-minute analysis of the complex relations between technology and work and how jobs and living standards can be protected.
How black and Latino youth learn, create, and collaborate online The Digital Edge examines how the digital and social-media lives of low-income youth, especially youth of color, have evolved amidst rapid social and technological change. While notions of the digital divide between the “technology rich” and the “technology poor” have largely focused on access to new media technologies, the contours of the digital divide have grown increasingly complex. Analyzing data from a year‐long ethnographic study at Freeway High School, the authors investigate how the digital media ecologies and practices of black and Latino youth have adapted as a result of the wider diffusion of the internet all around us--in homes, at school, and in the palm of our hands. Their eager adoption of different technologies forge new possibilities for learning and creating that recognize the collective power of youth: peer networks, inventive uses of technology, and impassioned interests that are remaking the digital world. Relying on nearly three hundred in-depth interviews with students, teachers, and parents, and hundreds of hours of observation in technology classes and after school programs, The Digital Edge carefully documents some of the emergent challenges for creating a more equitable digital and educational future. Focusing on the complex interactions between race, class, gender, geography and social inequality, the book explores the educational perils and possibilities of the expansion of digital media into the lives and learning environments of low-income youth. Ultimately, the book addresses how schools can support the ability of students to develop the social, technological, and educational skills required to navigate twenty-first century life.