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This book illustrates how to anticipate the future using more than
the traditional predictive models (forecasting) based on the
forward projection of past experiences, and moving into more
advanced methods of anticipation logic (foresight) to build
probable scenarios based on weak signals, emerging trends,
coexisting presents and potential paths of evolution. Utilizing a
helpful, four-part structure, the authors indicate how corporate
foresight is fundamental to interpret and lead change, focusing on
the two cornerstones of organization and management. They advocate
the separation of Research (oriented to the market of tomorrow)
from Development (oriented to the market of today), the
establishment of a Foresight unit and the concentration of research
activities mainly on the acquisition and recombination of external
know-how. After an overview of state-of-the-art literature on
forecasting methods, they further propose the implementation of a
"future coverage" methodology, which will enable companies to
measure and verify the consistency between trends, strategic vision
and offered products. These organizational and managing tools are
then tested in a case study: the Italian company Eurotech SpA, a
leader in the ICT sector. A useful resource for both managers and
researchers, the book will help readers gain the tools necessary to
tackle change and navigate complexity in organizations.
The world changes like the patterns in a kaleidoscope: trends
expand, contract, break up, melt, disintegrate and disappear, while
others are formed. Change - as opposed to stasis - is our normal
condition, the only certainty in our lives, hence the need to
create tools that provide organizations with the means to tackle
change and navigate complexity. We must accept the reality of
constant change and be prepared for a heavy shift in perspective:
interconnection versus separation, acceleration versus linearity
and discontinuity versus continuity. Anticipating the future
requires more than the traditional predictive models (forecasting)
based on the forward projection of past experiences. Advanced
methods use anticipation logic (foresight) and build probable
scenarios taking into account weak signals, emerging trends,
coexisting presents and potential paths of evolution. Corporate
foresight is fundamental to interpret and lead change. The two
cornerstones of foresight are organization and management. As
concerns organization, the authors advocate the separation of
research (oriented to the market of tomorrow) from development
(oriented to the market of today), the establishment of a foresight
unit and the concentration of research activities mainly on the
acquisition and recombination of external know-how. As regards
management, after an overview of state-of-the-art literature on
forecasting methods, the authors propose the implementation of a
"future coverage" methodology, which enables companies to measure
and verify the consistency between trends, strategic vision and
offered products. These organizational and managing tools are then
tested in a case study: the Italian company Eurotech SpA, a leader
in the ICT sector.
Self-Organised Schools: Educational Leadership and Innovative
Learning Environments describes the results of the research we
carried out at fourteen Italian schools that highlight how there is
a positive correlation between the capabilities of school
self-organization and the innovativeness of learning environments:
in other words, the more self-organized schools are, the more
innovative learning environments are. The results of this work are
part of the strand of research of bottom-up emergency and
self-organization, an extremely fruitful trend as shown by Sugata
Mitra, the founder of the Self-Organized Learning Environments,
according to whom, education is a self-organized system where
learning is an emerging phenomenon. This book gives new insights on
self-organization studies, and most of all, to the idea that change
- organizational and educational innovation - sparks from the
bottom. This book is aimed specifically at school principals of all
levels, scholastic reformers, educational scholars, organisation
and management consultants who want to innovate learning and
management of learning. These actors will benefit drawing useful
examples from more than thirty different learning environments
worldwide, fourteen examples of schools that self-organize, two
frameworks - and two ready-to-use questionnaires - measuring the
innovativeness of a learning environment, and the capability of a
school to self-organize. Self-organization is the most fascinating
future of innovative principals
The world changes like the patterns in a kaleidoscope: trends
expand, contract, break up, melt, disintegrate and disappear, while
others are formed. Change - as opposed to stasis - is our normal
condition, the only certainty in our lives, hence the need to
create tools that provide organizations with the means to tackle
change and navigate complexity. We must accept the reality of
constant change and be prepared for a heavy shift in perspective:
interconnection versus separation, acceleration versus linearity
and discontinuity versus continuity. Anticipating the future
requires more than the traditional predictive models (forecasting)
based on the forward projection of past experiences. Advanced
methods use anticipation logic (foresight) and build probable
scenarios taking into account weak signals, emerging trends,
coexisting presents and potential paths of evolution. Corporate
foresight is fundamental to interpret and lead change. The two
cornerstones of foresight are organization and management. As
concerns organization, the authors advocate the separation of
research (oriented to the market of tomorrow) from development
(oriented to the market of today), the establishment of a foresight
unit and the concentration of research activities mainly on the
acquisition and recombination of external know-how. As regards
management, after an overview of state-of-the-art literature on
forecasting methods, the authors propose the implementation of a
"future coverage" methodology, which enables companies to measure
and verify the consistency between trends, strategic vision and
offered products. These organizational and managing tools are then
tested in a case study: the Italian company Eurotech SpA, a leader
in the ICT sector.
International Operations Management: Lessons in Global Business
uses a fascinating selection of case studies researched during the
'International Operations Management Project', sponsored by the
European Commission, to produce a valuable view of businesses in
Western and Eastern traditions. Ranging from China Post and
Flextronics International (Singapore) to Electrolux, Ford, and
GlaxoSmithKline, the studies link conceptual and practical
approaches in five areas: international operations management
strategy, sourcing and manufacturing, new product development,
logistics, and networked organisations. Throughout, the authors
compare the Western and Eastern approaches to business, and
introduce theory to clarify the comparison and the real
consequences of internationalisation. With its balance of
theoretical and applied content, this volume, created from an
exciting collaboration between universities and schools of
management in Europe and China, serves as both a primary and
supplementary source for higher level students and educators, and
as a worthwhile read for interested practitioners.
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