By Roger Camrass;Martin Farncombe
ISBN-10: 184112172X
ISBN-13: 9781841121727
Deciding upon up the place Ernst and Young's final blockbuster Blur leaves off, this publication creates an intensive manifesto for the way forward for enterprises. within the Atomic company Roger Camrass and Martin Farncombe study the novel alterations which are going to brush around the international economic climate within the subsequent decade. The authors argue that the main asset of any company is the numerous relationships it has constructed over its buying and selling existence. the fad needs to be clear of tangible resources and into 'intangibles' in accordance with relational capital. In a hooked up international an organization is measured by way of the sum of its relationships with shoppers, providers, companions, shareholders and staff, and never its conventional asset values. So what does this suggest for organisations? Camrass and Farncombe show that enterprises will atomize into center elements established round key relationships with all non-core operations devolved to exterior networks. rather than being all in favour of monetary resources, the first unit of company worth could be the person, either as patron and worker. This radical perspective has far-reaching outcomes for organizational form, industry dynamics and capital constitution in addition to for our careers. The Atomic company presents a blueprint for our businesses and dealing lives and demonstrates how those new types will free up new company and private wealth.
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Additional resources for The Atomic Corporation: A Rational Proposal for Uncertain Times
Example text
And other, seemingly sensible, mergers fall apart because of simple integration failures. 17% have contributed significant value 50% of major mergers since 1990 have eroded shareholder returns 33% resulted in marginal returns source: Business Week Fig. 2 Most mergers erode shareholder value. indd 30 07/30/01, 12:32 PM LAND OF THE GIANTS Very few corporations make a success of the M&A process. To pull it off you not only have to make the right decision about who to buy but you must also flawlessly execute the post-merger integration program.
But let’s understand the implications of social and technological change on traditional sources of economic value. As we illustrated in the previous section, the consumer is taking center stage. The quest for individual experience becomes a major force in the connected economy, and the ability to anticipate such human desires becomes the primary source of value. In the connected economy, it is not so much the transaction itself that produces wealth (that is, the sale of a good or service), but the information that a transaction is about to take place.
With the explosive growth of information technology throughout the manufacturing and service industries in the seventies, the major five accounting firms diversified into management consulting. Despite consolidations and spinoffs, these firms continue to occupy leadership positions in this segment of the consulting services market. In addition to IT, privatizations of national utilities and telecommunications companies gave these firms a welcome boost. In 1990, Business Re-engineering – a by-product of MIT’s “Management in the Nineties” program, spawned yet a further wave of consulting boutiques such as Index and Gemini as well as a mainstream response by the larger houses.
The Atomic Corporation: A Rational Proposal for Uncertain Times by Roger Camrass;Martin Farncombe
by William
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