Part I: The Convergence of Technology Production and Consumption
by Vinnie Mirchandani
The New Technology Elite: How Great Companies Optimize Both Technology Consumption and Production
- Cover Page
- Title Page
- Copyright
- Dedication
- Contents
- Preface
- Acknowledgments
- Part I: The Convergence of Technology Production and Consumption
- Chapter 1: The New Monday Morning Quarterback
- The Monday Morning Letdown
- TAF—The Technologically Advanced Family
- BYOT—Bring Your Own Technology
- New Form/Factors in Every Product
- Not Just “Smarter” Products, also “Smarter” Services
- So, the Genie Grants You Your Smart Product Wish
- Conclusion
- The DIAD
- The Green Initiatives
- The UPS Store
- The Industry Solutions
- What If UPS Were a “Full Technology Company”?
- Chapter 2: The “Industrialization” of Technology
- Chapter 3: From Amazon to Zipcar: No Industry Untouched
- Chapter 4: Australia to Zanzibar: No Country for Old Products
- Chapter 5: Convergence, Crossover, and Beyond
- The “Buyor” Phenomenon
- It Helps to Start Early in Life
- Let's Not Underestimate—Switch-Hitting Is Not Easy
- The Need for a New Breed of Ambidextrous Technology Executives
- Another Model—Bypass IT When It Comes to Product/Growth Initiatives
- Enterprises Have Poor Track Record with Technology
- Crossover Executives
- Beyond Ambidexterity
- Conclusion
- Perspective 1: Tony Scott (CIO, Microsoft)
- Perspective 2: Vijay Ravindran (Chief Digital Officer, The Washington Post Co.)
- Chapter 1: The New Monday Morning Quarterback
- Part II: Key Attributes for the New Technology Elite: Three Es, Three Ms, Three Ps, and Three Ss
- Chapter 6: Elegant: In a World of Flashing 12s
- Chapter 7: Exponential: Leveraging Ecosystems
- Chapter 8: Efficient: Amidst Massive Technology Waste
- Chapter 9: Mobile: If It's Tuesday, It Must Be Xiamen
- Chapter 10: Maverick: No Rules. Just Right.
- “40-Second Boyd”
- Maverick CIOs
- Maverick Technology Vendor Executives
- Maverick Technology Companies
- Maverick Technology Product Design
- Conclusion
- Saying No to 1,000 Things
- Popularizing MP3 Singles in Spite of the Music Industry
- An Ambitious Phone with Little Previous Phone History
- Signing Exclusive Multi-Year Deals with Carriers
- Contract Manufacturing Arrangement with Foxconn
- Investing in a Large Retail Operation
- The iPad Decision after Many Industry Tablet Failures
- Challenging Amazon in eBooks
- The Mind Games with Microsoft and Adobe
- Large-Scale Sourcing of Strategic Components
- Doubling Down on the MobileMe Failure
- Chapter 11: Malleable: Business Model Innovation
- Chapter 12: Physical: Why Test Driving Is Still Important Even in a Digital World
- Chapter 13: Paranoid: But Not Paralyzed
- Chapter 14: Pragmatic: When Attorneys Influence Technology Even More than Engineers
- Chapter 15: Speedy: In a New Era of Perishability
- Time Really Hurries Faster These Days
- Rapid Product Iterations
- Rapid Change in Competitive Landscapes
- Volatile Demand Forecasting
- Moving from Physical to Digital Supply Chains
- Impact on Operations
- Conclusion
- Corning—An Impressive Institutional Memory
- The Missionary Selling and the Ramp-Up
- Gorilla Glass in TVs and Applications Beyond
- Chapter 16: Social: Amid Chatty Humans and Things
- Super Bowl and Social Media
- Swag and Social Impact
- Dell's “Free-Range Marketing”
- IT and Brand Impact
- “Gamification”
- The Digital Crowd Queuing around the Block
- “Things” Can Be Social, Too
- Conclusion
- The Company
- Printers as Maligned Devices
- The Genesis Design Process
- The SmartSolutions
- The Social Product Launch
- Chapter 17: Sustainable: Mining the Green Gold
- Part III: Outside Influences on the Technology Elite
- Notes
- About the Author
- Index
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