The Spider's Strategy: Creating Networks to Avert Crisis, Create Change, and Really Get Ahead

Amit S. Mukherjee

Retail Price: $34.99 LS Price: $0.00 Availability: Out-of-Print Format: Hardcover, 272pp. ISBN: 9780137126651 Publisher: FT Press Pub. Date: September 5, 2008 Average Customer Review:

Out-Of-Print A new copy is not available from the LeaderShop at this time. A used copy may be available from our network of book dealers. Search Out-of-Print

The Spider's Strategy introduces four powerful, adaptable 'design principles' for building businesses that can thrive in an increasingly networked world. Amit Mukherjee begins by showing business leaders shows how to embed sense-and-response capabilities in their normal plan-and-execute processes, helping to detect emerging problems sooner, adjust course rapidly and inexpensively, and avoid unnecessary crises.

Next, he shows how to adopt strategies that promote collaboration among partners, so you become the natural customer or seller of choice when those partners face crises or opportunities. You'll learn how to build organizations that truly value, promote, and share learning, and use it to drive decisive action. Finally, Mukherjee shows how to use technology to simplify adjustments to shifts in your business environment. The heart of the book: practical, proven advice on actually implementing these core principles. Drawing on interviews with innovators at HP, Nokia, and elsewhere, Mukherjee offers insight into everything from work practices to culture and corporate organization. Along the way, he teaches crucial lessons from previous eras of transformative corporate change, and shows how to overcome the obstacles to effective collaboration amongst partners.

Mukherjee concludes by introducing the techniques of holographic change management, in which all four design principles are implemented concurrently across one business area, and then replicated.

Dr. Amit Mukherjee founded Ishan Advisors in May 2004. He has thrived on leading and fostering cross-disciplinary collaboration and innovation in different settings over the last 20 years. He has worked in consulting, industry, and academia, having been a leading strategic advisor at Forrester Research, Chief Technology + Strategy Officer of TurboChef Technologies, Arthur D. Little, and as a Visiting Assistant Professor at INSEAD.

	Acknowledgments
	About the Author
	Part I: Why Change?
1	The Fire That Changed an Industry
2	Shadows of the Past
3	Visions from the Present
	Part II: Design Principles for Adaptive Capabilities
4	Transform Everyday Work
5	Succeed in a Dog-Eat-Dog World
6	Ensure That Work Teaches
7	Make Technology Matter
	Part III: Going Adaptive
8	Create the Organization
9	Introduce Change Holographically
	Epilogue: Two Views of a Company
	Index

The Starfish and the Spider: The Unstoppable Power of Leaderless Organizations