This book describes a discipline that breaks completely new ground. Written by MIT professor Charles H Fine, CLOCKSPEED is no less than the secret to business life in the new economy. What Fine tells us in dramatic, cogent terms, is that today's businesses have a simple choice: evolution or extinction. And unless businesses not only choose but understand and predict their own evolution, they will die. Here is a new, systematic approach, developed by Fine at MIT to help companies master and manage organisational evolution. Using a Nobel Prize-winning study of the lifecycle of fruit flies and creating a business double-helix, Fine shows us how the discipline of genetics harnesses the power of clockspeed - a company's or an industry's actual rate of evolution - to do noting less than predict the future. CLOCKSPEED provides specific mechanisms to prepare for that future. It crosses disciplines and draws lessons from a wide spectrum of well-known international companies and industries. It is a rare combination of an original concept combined with widely applicable business practicality.

Clockspeed : Using Business Genetics to Evolve Faster Than Your Competitors

Charles H. Fine

Little,Brown & Company

Excerpt from Manufacturing Strategy: A Methodology and an IllustrationFor most industrial companies, the manufacturing Operation is the largest, the most complex, and the most difficult - to - manage component of the firm. Because of this complexity, it is essential for firms to have a comprehensive manufacturing strategy to aid in organizing and managing the firm's manufacturing system. This paper provides a process and a structured methodology for conceptual izing and formulating a manufacturing strategy.The manufacturing strategy cannot be formed in.a vacuum; it affects and is affected by many organizations inside and outside the firm. Because of the interrelationships among the firm's manufacturing unit, the firm's divisions and other functions, and the firm's competitors and markets, it is necessary to carry the process of manufacturing-strategy design beyond the borders of the manufacturing organization in a single firm. Figure illustrates the extent of these interrelationships and emphasizes the two basic types of inter actions that must be considered for manufacturing strategy design. First, in developing and implementing the manufacturing strategy, the manufacturing function must work in concert with the finance, marketing, engineering and r&d, personnel, and purchasing functions. Cooperation and consistency of overall objectives are the keys to success in these types of interactions. Second, manufacturing strategy design requires careful monitoring of the markets external to the firm in conjunction with the aforementioned functional groups within the firm. For example, manufacturing managers, in conjunction with the engineering group, may monitor developments in the electronics industry so that they are aware of new applications of electronics to process technology in their industry. Similarly, manufacturing, in conjunction with marketing, monitors the product markets in which they compete so they are aware of the product improvements and product introductions of their competitors.About the PublisherForgotten Books publishes hundreds of thousands of rare and classic books. Find more at www.forgottenbooks.comThis book is a reproduction of an important historical work. Forgotten Books uses state-of-the-art technology to digitally reconstruct the work, preserving the original format whilst repairing imperfections present in the aged copy. In rare cases, an imperfection in the original, such as a blemish or missing page, may be replicated in our edition. We do, however, repair the vast majority of imperfections successfully; any imperfections that remain are intentionally left to preserve the state of such historical works.

Manufacturing Strategy: A Methodology and an Illustration (Classic Reprint)

Business & Money

Forgotten Books

<p>In business today, all advantage is temporary. In order to survive-let alone thrive-companies must be able to anticipate and adapt to change, or face rapid, brutal extinction. In Clock speed, Charles Fine draws on a decades worth of research at M.I.T.s Sloan School of Management to introduce a new vocabulary for understanding the forces of competition and making strategic decisions that will determine the destiny of your company, as well as your industry. Taking inspiration from the world of biology, Fine argues that each industry has its own evolutionary life cycle (or ''clock speed''), measured by the rate at which it introduces new products, processes, and organizational structures. Just as geneticists study the fruit fly to gain insight into the evolutionary paths of all animals, managers in any industry can learn from the industrial fruit flies-such as Internet services, personal computers, and multimedia entertainment-which evolve through new generations at breakneck speed. Applying the lessons of the fruit flies to industries as diverse as bicycles, pharmaceuticals, and semiconductors, Fine illustrates how competitive advantage is lost or gained by how well a company manages dynamic web of relationships that run throughout its chain of suppliers, distributors, and alliance partners. Packed with revolutionary concepts and tools to help managers make key strategic decisions that affect current and future performance, Clock speed shows, as no other book before it, how the ultimate core competency is mastering the art of supply chain design, carefully choosing which components and capabilities to keep in-house and which to purchase from outside.</p>

Clockspeed: Winning Industry Control in the Age of Temporary Advantage

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Books by Charles H. Fine

See the best price to sell, buy, or rent books by Charles H. Fine. BookScouter helps to compare book prices from 25+ online bookstores and 30+ buyback vendors with a single search.

Clockspeed : Using Business Genetics to Evolve Faster Than Your Competitors

Manufacturing Strategy: A Methodology and an Illustration (Classic Reprint)

Clockspeed: Winning Industry Control in the Age of Temporary Advantage