Inverting the Paradox of Excellence: How Companies Use Variations for Business Excellence and How Enterprise Variations are Enabled by SAP

Inverting the Paradox of Excellence: How Companies Use Variations for Business Excellence and How Enterprise Variations are Enabled by SAP

By: Vivek Kale (author)Hardback

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Over time, overemphasis and adherence to the same proven routines that helped your organization achieve success can also lead to its decline resulting from organizational inertia, complacency, and inflexibility. Drawing lessons from one of the best models of success, the evolutionary model, Inverting the Paradox of Excellence explains why your organization must proactively seek out changes or variations on a continuous basis for ensuring excellence by testing out a continuum of opportunities and advantages. In other words, to maintain excellence, the company must be in a constant state of flux! The book introduces the patterns and anti-patterns of excellence and includes detailed case studies based on different dimensions of variations, including shared values variations, structure variations, and staff variations. It presents these case studies through the prism of the "variations" idea to help you visualize the difference of the "case history" approach presented here. The case studies illustrate the different dimensions of business variations available to help your organization in its quest towards achieving and sustaining excellence. The book extends a set of variations inspired by the pioneering McKinsey 7S model, namely shared values, strategy, structure, stuff, style, staff, skills, systems, and sequence. It includes case history segments for Toyota, Acer, eBay, ABB, Cisco, Blackberry, Tata, Samsung, Volvo, Charles Schwab, McDonald's, Scania, Starbucks, Google, Disney, and NUMMI. It also includes detailed case histories of GE, IBM, and UPS.

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About Author

Vivek Kale has more than two decades of professional IT experience during which he has handled and consulted on various aspects of enterprise-wide information modeling, enterprise architectures, business process re-design, and, e-business architectures. He has been Group CIO of Essar Group, the steel/oil & gas major of India, as well as, Raymond Ltd., the textile & apparel major of India. He is a seasoned practitioner in transforming the business of IT, facilitating business agility and enabling the Process Oriented Enterprise. He is the author of Implementing SAP R/3: The Guide for Business and Technology Managers, Sams (2000), A Guide to Implementing the Oracle Siebel CRM 8.x, McGraw-Hill India (2009) and Guide to Cloud Computing for Business and Technology Managers: From Distributed Computing to Cloudware Applications, Chapman and Hall (2014).


PARADOX OF EXCELLENCE Introduction Paradox of Excellence Darwin's Theory of Evolution Evolution of Companies Applications Enterprises and Paradoxes of Excellence Paradox of Excellence at Motorola Excesses of Successes Rewiring for Wireless Inverting the Paradox of Excellence at Toyota Summary Patterns of Excellence In Search of Excellence Bias for Action Close to the Customer Autonomy and Entrepreneurship Productivity through People Hands-On, Value-Driven Stick to the Knitting Simple Form, Lean Staff Simultaneous Loose-Tight Properties Built to Last Clock Building, Not Time Telling No "Tyranny of the OR" More than Profits Preserve the Core/Stimulate Progress Big Hairy Audacious Goals Cult-Like Cultures Try a Lot of Stuff and Keep What Works Home-Grown Management Good Enough Never Is Summary Antipatterns of Excellence Seven Strategic Traps Self-Destructive Habits of Good Companies Self-Destructive Habit #1: Denial-The Cocoon of Myth, Ritual, and Orthodoxy Self-Destructive Habit #2: Arrogance-Pride before the Fall Self-Destructive Habit #3: Complacency-Success Breeds Failure Self-Destructive Habit #4: Competency Dependence-The Curse of Incumbency Self-Destructive Habit #5: Competitive Myopia-A Short-Sighted View of Competition Self-Destructive Habit #6: Volume Obsession-Rising Costs and Falling Margins Self-Destructive Habit #7: The Territorial Impulse-Culture Conflicts and Turf Wars Seduced by Success Success-Induced Trap #1: Neglect-Sticking with Yesterday's Business Model Success-Induced Trap #2: Pride-Allowing Your Products to Become Outdated Success-Induced Trap #3: Boredom-Clinging to Your Once-Successful Branding after It Has Become Stale and Dull Success-Induced Trap #4: Complexity-Ignoring Your Business Processes as They Become Cumbersome and Complicated Success-Induced Trap #5: Bloat-Rationalizing Your Loss of Speed and Agility Success-Induced Trap #6: Mediocrity-Condoning Poor Performance and Letting Your Star Employees Languishing Success-Induced Trap #7: Lethargy-Getting Lulled into a Culture of Comfort, Casualness, and Confidence Success-Induced Trap #8: Timidity-Not Confronting Turf Wars, Infighting, and Obstructionists Success-Induced Trap #9: Confusion-Unwittingly Providing Schizophrenic Communications Summary EVOLUTION OF EXCELLENCE Variations and Theories of Excellence Voyage of Charles Darwin Origin of Species What Is Evolution through Natural Selection Publication of On the Origin of Species Darwin's Theory of Evolution through Natural Selection Evolution through Selection in Business Theories of Excellence Popper's Theory of Falsification Thesis of Falsification Progress in Science Kuhn's Theory of Paradigms Normal and Revolutionary Science Progress in Science Drucker's Theory of Business Theories of Enterprise Birth of Enterprises Enterprise Perspectives Mechanistic Perspective Organismic Perspective Cocombination of Mechanistic and Organismic Perspectives Enterprise Core and Context Summary DIMENSIONS OF EXCELLENCE Variations and Enterprise Excellence Built-for-Variations Enterprises Strategizing: Shared Values, Strategy, Structure, and Stuff Shared Values @NUMMI Strategic Transition @Kodak Transition from DRAMs to Microprocessors @Intel Unfettered Exuberance @HP Coffee as an Experience @Starbucks Organizing: Style, Staff, Skills, and Systems Style Staff Skills Systems Generating Value: Sequence Approaches to Planning Toyota Production System Toyota Core and Context Trends and Trajectories Turning Points, Stimuli, and Limits Cycles and Recurring Turning Points Basic Pattern in Cyclical Phenomenon Industry Level Business Cycle Network Effects Enterprise Level Vantage Time Microsoft IE versus Netscape Navigator Bandwagon Effect Product Level Product Life Cycle Polaroid at the Terminus of its Product Cycle Platform Effect Intel's Microprocessor Platform Microsoft's Platforms Strategy Aspects of Variations Variable Construction Toys Architecting for Variation Principles of Built-for-Variation (or Variation-Able or Variable) Systems Variation-Enabling Enterprise Architecture and Culture Framework for Variation Proficiency Framework for Assessing Variations Generation of Variations Rational Drug Design Combinatorial Chemistry for Generation of Variations Co-Creation McKinsey 7S Model Using the McKinsey 7S Model to Analyze a Company Extended 9S Model Shared Values Strategy Structure Stuff Style Staff Skills Systems Sequence Summary Sources of Variations Enigma of Xerox Invention or Pioneering Variations Lenoir Internal Combustion Engine Bell Labs Germanium Transistor Ford Production System Principles of Flow Implementation and Execution Sony Pocket Transistor Radio 3M Thermofax Psion PDAs Xerox Alto and MITS Altair Altair 8800 World Wide Web Battle of Browsers Imitation Variations Otto Four-Stroke-Cycle Internal Combustion Engine Texas Instruments Silicon Transistors Toyota Production System Sony Walkman Xerox 914 and Cannon Copiers Digital Copying Cannon Copiers Apple Newton and Palm PDAs IBM Personal Computer Yahoo! Search Services Innovation Variations Wankel Rotary Engine Texas Instruments Integrated Circuits Theory of Constraints Apple iPod Xerox Laser Printer Blackberry PDAs Smartphones Apple II eBay Summary Dimension of Variations Shared Values Variations Ranging from Rules Driven to Values Driven Acquiring Competitiveness @Cisco Triggering an Avalanche Perfecting the Acquisition Strategy Transformed Priorities @DuPont Driven by Values @Tata Whetting the Appetite Land Rover and Jaguar Strategy Variations Ranging from Planned to Emergent Wal-Mart UPC Codes Efficiency of Transportation Containers Variations on Discount Stores Decentralized Operations Centralized Information Systems Human Resources Development through Ownership Search Economics @Google Developing the Business Model Avenues for Growth Household Innovations @P&G Ivory Portfolio of Products Origin of Brand Management Profusion of Product Innovations Structure Variations Ranging from Control to Autonomy Controlling for Growth @AccelorMittal Coalescing Steel Ball Gathers Mass Becoming an Industry Leader Organizing for Innovation @IBM Defining a New Approach to Innovation at IBM Organizing for Growth EBO Progress Crossing Boundaries @LEGO Banishing Boundaries Supply Chain Optimization Cocreation of Product with Customers Digitization of the LEGO Experience Stuff Variations Ranging from Products to Experiences Harley Experience @Harley-Davidson Owning the Harley Experience Realizing the Harley Experience Southwest Airlines: Transportation Service rather than a Travel Experience? Making of a Black Swan Rejoicing Life @Disney Style Variations Ranging from Administrational to Transformational Leadership Being Responsive @Samsung Fast Innovations Faster to the Market Transforming Time @ABB Cycle by Half Empowering Ownership @Acer Networking to the Future Staff Variations Ranging from Challenging People to Nurturing People Microsoft Performance by Challenges @GE Grooming Performance Work-Out Six Sigma Enriching Work Life @Volvo Kalmar Torslanda Uddevalla Gent and Born Skills Variations Ranging from Focus to Breadth of Skills Driving for Perfection @UPS Satisfaction from Standardization @McDonald Fruits of Empowerment @NUMMI Systems Variations Ranging from Mandatory to Discretionary Operating Systems @McDonald Why Less Is More @Dell Happy Auctioning @eBay eBay's Evolving Business Model Sequence Variations Ranging from Mass Production to Mass Customization Ford's Mass Production (which Eventually Inspired Lean Production) Evolution to Virtual Assembly Lines Furnishing Self-Assemblies @IKEA Modular Architecture and Design @Scania Module- and Component-Based Design and Engineering Growing Modular Modularizing for Competitiveness Summary BUSINESS EXCELLENCE THROUGH VARIATIONS General Electric (GE) Coffin (1913-1922)/Swope (1922-1939) Era Cordiner Era (1950-1963) Borch Era (1964-1972) Jones Era (1973-1981) Welch Era (1981-2001) Immelt Era (2001-) 8.6.1 Ecomagination Summary IBM Punch Card Machines Vacuum-Tube-Based Computers Transistor-Based Computers Minicomputers Personal Computers Workstation Computers Corporate Reorganization Corporate Renewal Systems Integrator Renewed Computer Hardware Renewed Computer Software Renewed Consulting Services E-Business E-Business on Demand Global Technology Services Global Business Services Computer Software Software Integration Systems and Technology Cloud Computing Summary UPS Retail Services Common Carrier Services International Services Air Carrier Services e-Commerce Services Logistic Services SCM Services Summary INDUSTRY EXCELLENCE THROUGH VARIATIONS Automobile Industry Evolution of the Automobile Evolution of Auto Species Evolution of New Product Development Evolution of Manufacturing Operations Manufacturing Systems Relationships with Suppliers Cost-Reduction Efforts Patterns of Variations Evolution of Production Operations Globalization Production Locations Excess Capacity Evolution of Market Operations Recession 2008 Current Patterns of Variations Summary BUSINESS EXCELLENCE AND SAP Business Excellence at SAP SAP R/1 SAP R/2 SAP R/3 Decentralized Operations Centralization Internet's IT Industry Reconfiguration Reorganization: Verticalization Trifurcation of Development Group Reconsolidation Global Operations R/3 Enterprise SAP NetWeaver Outsourcing mySAP Business Suite Small and Medium Business Enterprise SAP All-in-One Business One ERP Market Saturation Restrategizing SAP HANA Summary Understanding SAP ERP Introduction to SAP ERP History of ERP What Is ERP? ERP Transforms the Enterprise into an Information-Driven Enterprise ERP Fundamentally Perceives an Enterprise as a Global Enterprise ERP Reflects and Mimics the Integrated Nature of an Enterprise ERP Fundamentally Models a Process-Oriented Enterprise ERP Enables the Real-Time Enterprise ERP Elevates IT Strategy as a Part of the Business Strategy ERP Represents a Major Advance on the Earlier Manufacturing Performance Improvement Approaches ERP Represents the Departmental Store Model of Implementing Computerized Systems ERP Is a Mass-User-Oriented Application Environment Why Use ERP? Management by Collaboration Information-Driven Enterprise Process-Oriented Enterprise Value-Add-Driven Enterprise Virtual Enterprise Enterprise Knowledge as the New Capital Information as the New Resource ERP as the New Enterprise Architecture Enterprise Business Processes SAP Business Suite mySAP Applications mySAP ERP mySAP CRM mySAP SRM mySAP SCM SAP Components SAP ECC SAP SCM SAP PLM SAP NetWeaver People Integration Information Integration Process Integration Application Platform SAP Enterprise Performance Management (EPM) SAP Industry-Specific Applications SAP Composite Applications SAP Small- and Midsize Business Applications mySAP All-in-One SAP Business ByDesign SAP Business One Summary Business Excellence through Variations Using SAP Enterprise Change Management with SAP The Learning Organization Background of BPR Value-Added View of Business Processes Enterprise BPR Methodology Strategic Planning for Enterprise BPR Identifying the Business Processes within the Company Selecting Business Processes for BPR Creating Process Maps Analyzing Processes for Breakthrough Improvement Innovative Breakthrough Improvement in Processes Implementing Reengineered Processes Measuring Performance of Reengineered Processes BPR and SAP Implementation SAP Reference Model Relevant Significant Concepts of SAP Implementation Guide Features of Project IMG Using Project IMG for Customizing SAP Implementation of SAP Standard Functionality Selecting the Most Critical Processes Implementing Best-of-Business Processes Centralized Base Reference Configuration Changeability of SAP-Driven Enterprises Real-Time SAP Operations Make Processes Transparent Integrated SAP Operations Eliminate Handoffs Converting Changed Business Processes into SAP Functionality SAP Configuration SAP Customization Advanced Business Application Programming Legacy System Migration Workbench Java and the SAP NetWeaver Development Studio SAP NetWeaver Composition Environment SAP and Change Management Program Change Champions: Core Team Change Facilitators: Super Users Change Agents: End Users Why Are SAP Implementation Programs So Complex? Configuration through Implementation Guide Computer-Aided Software Implementation SAP as Populated CASE Environment SAP Implementations and Expert Systems Why SAP Programs May Sometimes Be Less than Successful Enterprise Variations Using SAP Summary Appendix References Index

Product Details

  • publication date: 14/08/2014
  • ISBN13: 9781466592162
  • Format: Hardback
  • Number Of Pages: 442
  • ID: 9781466592162
  • weight: 952
  • ISBN10: 1466592168

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