February 2004
Intermediate to advanced
272 pages
7h 14m
English
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Chapter Twelve
BUILDING NEW CAPABILITIES FOR THE FUTURE
WE STARTED THIS BOOK by outlining the challenges to the traditional thinking about value creation. As the co-creation paradigm gains momentum, practically every traditional function within the firm will change. Every manager must make a bigger commitment to learning—and perhaps equally important, to selectively forgetting some of the old assumptions that underlie traditional business practices.
The examples in this book illustrate many of the ways in which the key business functions are already evolving and were chosen to help you see, think, and plan differently. But you must act differently as well. This chapter enumerates the key functional transitions that businesses will face. Only ...
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O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.Julian F.
I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.Addison B.
I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.Amir M.
I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.