Info
- Utilizzare la checkbox di selezione a fianco di ciascun documento per attivare le funzionalità di stampa, invio email, download nei formati disponibili del (i) record.
The HP phenomenon [[electronic resource] ] : innovation and business transformation / / Charles H. House and Raymond L. Price
| The HP phenomenon [[electronic resource] ] : innovation and business transformation / / Charles H. House and Raymond L. Price |
| Autore | House Charles H |
| Pubbl/distr/stampa | Stanford, Calif., : Stanford Business Books, c2009 |
| Descrizione fisica | 1 online resource (657 p.) |
| Disciplina |
338.7/610040973
338.76100409 338.7610040973 |
| Altri autori (Persone) | PriceRaymond L (Raymond Lewis) |
| Soggetto topico |
Electronic industries - United States - Management
Computer industry - United States - Management |
| Soggetto genere / forma | Electronic books. |
| ISBN | 0-8047-7261-4 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Contents; Figures; Foreword by Gifford Pinchot; Introduction: Shards in the Glass Ceiling; 1 Creating the HP Way; 2 Lord Kelvin's Imperative; 3 Scaling the HP Way; 4 Division Renewal and the Corporate Laboratories; 5 Planned Transformation; 6 Unexpected Transformation; 7 Second Watershed; 8 The Secret Sauce; Photos Follow Page 248; 9 Disruptive Forces; 10 Marks on Paper; 11 We Need to Be Number One; 12 Looking Forward; 13 Strategic Turmoil; 14 Amicable Separation; 15 Indigestion; 16 Who Decides Who Decides?; Epilogue: Where Now?; Appendices; Acknowledgments; Notes; HP/Agilent Names Index
HP/Agilent Specific Topics IndexGeneral Index |
| Record Nr. | UNINA-9910456399503321 |
House Charles H
|
||
| Stanford, Calif., : Stanford Business Books, c2009 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
The HP phenomenon [[electronic resource] ] : innovation and business transformation / / Charles H. House and Raymond L. Price
| The HP phenomenon [[electronic resource] ] : innovation and business transformation / / Charles H. House and Raymond L. Price |
| Autore | House Charles H |
| Pubbl/distr/stampa | Stanford, Calif., : Stanford Business Books, c2009 |
| Descrizione fisica | 1 online resource (657 p.) |
| Disciplina |
338.7/610040973
338.76100409 338.7610040973 |
| Altri autori (Persone) | PriceRaymond L (Raymond Lewis) |
| Soggetto topico |
Electronic industries - United States - Management
Computer industry - United States - Management |
| ISBN | 0-8047-7261-4 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Contents; Figures; Foreword by Gifford Pinchot; Introduction: Shards in the Glass Ceiling; 1 Creating the HP Way; 2 Lord Kelvin's Imperative; 3 Scaling the HP Way; 4 Division Renewal and the Corporate Laboratories; 5 Planned Transformation; 6 Unexpected Transformation; 7 Second Watershed; 8 The Secret Sauce; Photos Follow Page 248; 9 Disruptive Forces; 10 Marks on Paper; 11 We Need to Be Number One; 12 Looking Forward; 13 Strategic Turmoil; 14 Amicable Separation; 15 Indigestion; 16 Who Decides Who Decides?; Epilogue: Where Now?; Appendices; Acknowledgments; Notes; HP/Agilent Names Index
HP/Agilent Specific Topics IndexGeneral Index |
| Record Nr. | UNINA-9910780982803321 |
|
House Charles H
|
||
| Stanford, Calif., : Stanford Business Books, c2009 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
The HP phenomenon [[electronic resource] ] : innovation and business transformation / / Charles H. House and Raymond L. Price
| The HP phenomenon [[electronic resource] ] : innovation and business transformation / / Charles H. House and Raymond L. Price |
| Autore | House Charles H |
| Pubbl/distr/stampa | Stanford, Calif., : Stanford Business Books, c2009 |
| Descrizione fisica | 1 online resource (657 p.) |
| Disciplina |
338.7/610040973
338.76100409 338.7610040973 |
| Altri autori (Persone) | PriceRaymond L (Raymond Lewis) |
| Soggetto topico |
Electronic industries - United States - Management
Computer industry - United States - Management |
| ISBN | 0-8047-7261-4 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Contents; Figures; Foreword by Gifford Pinchot; Introduction: Shards in the Glass Ceiling; 1 Creating the HP Way; 2 Lord Kelvin's Imperative; 3 Scaling the HP Way; 4 Division Renewal and the Corporate Laboratories; 5 Planned Transformation; 6 Unexpected Transformation; 7 Second Watershed; 8 The Secret Sauce; Photos Follow Page 248; 9 Disruptive Forces; 10 Marks on Paper; 11 We Need to Be Number One; 12 Looking Forward; 13 Strategic Turmoil; 14 Amicable Separation; 15 Indigestion; 16 Who Decides Who Decides?; Epilogue: Where Now?; Appendices; Acknowledgments; Notes; HP/Agilent Names Index
HP/Agilent Specific Topics IndexGeneral Index |
| Record Nr. | UNINA-9910810360903321 |
|
House Charles H
|
||
| Stanford, Calif., : Stanford Business Books, c2009 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Leading Apple with Steve Jobs [[electronic resource] ] : management lessons from a controversial genius / / Jay Elliot
| Leading Apple with Steve Jobs [[electronic resource] ] : management lessons from a controversial genius / / Jay Elliot |
| Autore | Elliot Jay |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | Hoboken, NJ, : Wiley, c2012 |
| Descrizione fisica | 1 online resource (192 p.) |
| Disciplina |
658.4
658.4/01 |
| Soggetto topico | Computer industry - United States - Management |
| Soggetto genere / forma | Electronic books. |
| ISBN |
1-283-59267-3
9786613905123 1-118-43136-7 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Leading Apple with Steve Jobs: Management Lessons from a Controversial Genius; Copyright; Contents; Preface: Why I Wrote This Book; Chronology; 1: A Ding in the Universe: Everything Starts with an Inspiring Vision; Rating Steve as a Leader; Vision and Passion Are More Important than Credentials; Vision Must Be Based on Your Customers; Vision and Your Vendors; Acquiring a Company Can Water Down Your Vision and Culture; Communicating the Vision; The Way It's Made Can Be a Part of the Vision; Giving Your Team a Special Identity; The Magical World of the Pirate Life; Flying a Flag
Vision for Innovation2: Steve's Business Philosophy and Values; Recognizing the Need for a Values Statement; The Worldwide Culture; The Lack of Secrecy in the Early Apple; A Background in Business Values; Companies with Values that Steve Admired; Losing Ground; The Head Pirate Returns; Building on the Values; Steve's Most Important Value: Attention to Details; Power of the User Culture; 3: People Who Know More than You: Choosing and Leading Your Lieutenants; The Role of the Team Leaders; Cross-Pollination and Monday Meetings; Steve and the Use of Language Dangers of the Middle Management Fear-of-Change SyndromeLessons from a Mutiny; Thinking of Everything; The Challenge of Finding New Team Leaders; 4: Steve's Secrets for Selecting Great People; Wisdom Required; Your First Ten People; Project Groups; A Process for Hiring; Talented People Know Other Talented People; An Updated Version; Choosing People Who Can Adapt to the Style of the Leader; Special Hiring: Another Example; 5: Unusual Interviewing Techniques; Résumé? Don't Bother; ""Let Me Tell You Where We're Going""; Leaving the Door Open; Will This Person Be Able to Share Bad News? ""Have You Ever Been Fired?""Looking for a Reaction; Judging the Ability to Contribute; The Below-Decks Crew Members; On Not Using Recruiters; All Hands on Deck; 6: To Protect Innovation, Create a Company within a Company; Taking Over; Reviving a Radical Idea: A Virtual Company within a Company; Creating a Skunk Works; Being Intrapreneurial; If All of Apple Had Become a Skunk Works; The Quest for Autonomy; Off Course: An Argument with Peter Drucker; Checklist: Is Your Organization Pirates . . . or The Navy?; An Effective Structure Can Survive a Change of Command 7: ""No More Crap Products"": Creating ExcellenceNo More Crap Products; Seeing into the Future; What Customers and Competitors Can and Can't Tell You; Don't Just Enter a Market, Build a Market; Becoming Your Own Best Customer; Facing Up to Mistakes; Steve Describes His Product-Creation Process; The Product Lineup: Saying No; Learning from Failure; 8: More on Product Strategy: Design Is How It Works; Product Development Decisions; Setting Standards: Design; Setting Standards: Simplicity; Setting Standards: Secrecy; Maintaining Control of Quality; Facing Up to Criticism Steve's Legacy: The Power of the User Interface |
| Record Nr. | UNINA-9910462115503321 |
|
Elliot Jay
|
||
| Hoboken, NJ, : Wiley, c2012 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Leading Apple with Steve Jobs [[electronic resource] ] : management lessons from a controversial genius / / Jay Elliot
| Leading Apple with Steve Jobs [[electronic resource] ] : management lessons from a controversial genius / / Jay Elliot |
| Autore | Elliot Jay |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | Hoboken, NJ, : Wiley, c2012 |
| Descrizione fisica | 1 online resource (192 p.) |
| Disciplina |
658.4
658.4/01 |
| Soggetto topico | Computer industry - United States - Management |
| ISBN |
1-283-59267-3
9786613905123 1-118-43136-7 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Leading Apple with Steve Jobs: Management Lessons from a Controversial Genius; Copyright; Contents; Preface: Why I Wrote This Book; Chronology; 1: A Ding in the Universe: Everything Starts with an Inspiring Vision; Rating Steve as a Leader; Vision and Passion Are More Important than Credentials; Vision Must Be Based on Your Customers; Vision and Your Vendors; Acquiring a Company Can Water Down Your Vision and Culture; Communicating the Vision; The Way It's Made Can Be a Part of the Vision; Giving Your Team a Special Identity; The Magical World of the Pirate Life; Flying a Flag
Vision for Innovation2: Steve's Business Philosophy and Values; Recognizing the Need for a Values Statement; The Worldwide Culture; The Lack of Secrecy in the Early Apple; A Background in Business Values; Companies with Values that Steve Admired; Losing Ground; The Head Pirate Returns; Building on the Values; Steve's Most Important Value: Attention to Details; Power of the User Culture; 3: People Who Know More than You: Choosing and Leading Your Lieutenants; The Role of the Team Leaders; Cross-Pollination and Monday Meetings; Steve and the Use of Language Dangers of the Middle Management Fear-of-Change SyndromeLessons from a Mutiny; Thinking of Everything; The Challenge of Finding New Team Leaders; 4: Steve's Secrets for Selecting Great People; Wisdom Required; Your First Ten People; Project Groups; A Process for Hiring; Talented People Know Other Talented People; An Updated Version; Choosing People Who Can Adapt to the Style of the Leader; Special Hiring: Another Example; 5: Unusual Interviewing Techniques; Résumé? Don't Bother; ""Let Me Tell You Where We're Going""; Leaving the Door Open; Will This Person Be Able to Share Bad News? ""Have You Ever Been Fired?""Looking for a Reaction; Judging the Ability to Contribute; The Below-Decks Crew Members; On Not Using Recruiters; All Hands on Deck; 6: To Protect Innovation, Create a Company within a Company; Taking Over; Reviving a Radical Idea: A Virtual Company within a Company; Creating a Skunk Works; Being Intrapreneurial; If All of Apple Had Become a Skunk Works; The Quest for Autonomy; Off Course: An Argument with Peter Drucker; Checklist: Is Your Organization Pirates . . . or The Navy?; An Effective Structure Can Survive a Change of Command 7: ""No More Crap Products"": Creating ExcellenceNo More Crap Products; Seeing into the Future; What Customers and Competitors Can and Can't Tell You; Don't Just Enter a Market, Build a Market; Becoming Your Own Best Customer; Facing Up to Mistakes; Steve Describes His Product-Creation Process; The Product Lineup: Saying No; Learning from Failure; 8: More on Product Strategy: Design Is How It Works; Product Development Decisions; Setting Standards: Design; Setting Standards: Simplicity; Setting Standards: Secrecy; Maintaining Control of Quality; Facing Up to Criticism Steve's Legacy: The Power of the User Interface |
| Record Nr. | UNINA-9910785606403321 |
|
Elliot Jay
|
||
| Hoboken, NJ, : Wiley, c2012 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Leading Apple with Steve Jobs [[electronic resource] ] : management lessons from a controversial genius / / Jay Elliot
| Leading Apple with Steve Jobs [[electronic resource] ] : management lessons from a controversial genius / / Jay Elliot |
| Autore | Elliot Jay |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | Hoboken, NJ, : Wiley, c2012 |
| Descrizione fisica | 1 online resource (192 p.) |
| Disciplina |
658.4
658.4/01 |
| Soggetto topico | Computer industry - United States - Management |
| ISBN |
1-283-59267-3
9786613905123 1-118-43136-7 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Leading Apple with Steve Jobs: Management Lessons from a Controversial Genius; Copyright; Contents; Preface: Why I Wrote This Book; Chronology; 1: A Ding in the Universe: Everything Starts with an Inspiring Vision; Rating Steve as a Leader; Vision and Passion Are More Important than Credentials; Vision Must Be Based on Your Customers; Vision and Your Vendors; Acquiring a Company Can Water Down Your Vision and Culture; Communicating the Vision; The Way It's Made Can Be a Part of the Vision; Giving Your Team a Special Identity; The Magical World of the Pirate Life; Flying a Flag
Vision for Innovation2: Steve's Business Philosophy and Values; Recognizing the Need for a Values Statement; The Worldwide Culture; The Lack of Secrecy in the Early Apple; A Background in Business Values; Companies with Values that Steve Admired; Losing Ground; The Head Pirate Returns; Building on the Values; Steve's Most Important Value: Attention to Details; Power of the User Culture; 3: People Who Know More than You: Choosing and Leading Your Lieutenants; The Role of the Team Leaders; Cross-Pollination and Monday Meetings; Steve and the Use of Language Dangers of the Middle Management Fear-of-Change SyndromeLessons from a Mutiny; Thinking of Everything; The Challenge of Finding New Team Leaders; 4: Steve's Secrets for Selecting Great People; Wisdom Required; Your First Ten People; Project Groups; A Process for Hiring; Talented People Know Other Talented People; An Updated Version; Choosing People Who Can Adapt to the Style of the Leader; Special Hiring: Another Example; 5: Unusual Interviewing Techniques; Résumé? Don't Bother; ""Let Me Tell You Where We're Going""; Leaving the Door Open; Will This Person Be Able to Share Bad News? ""Have You Ever Been Fired?""Looking for a Reaction; Judging the Ability to Contribute; The Below-Decks Crew Members; On Not Using Recruiters; All Hands on Deck; 6: To Protect Innovation, Create a Company within a Company; Taking Over; Reviving a Radical Idea: A Virtual Company within a Company; Creating a Skunk Works; Being Intrapreneurial; If All of Apple Had Become a Skunk Works; The Quest for Autonomy; Off Course: An Argument with Peter Drucker; Checklist: Is Your Organization Pirates . . . or The Navy?; An Effective Structure Can Survive a Change of Command 7: ""No More Crap Products"": Creating ExcellenceNo More Crap Products; Seeing into the Future; What Customers and Competitors Can and Can't Tell You; Don't Just Enter a Market, Build a Market; Becoming Your Own Best Customer; Facing Up to Mistakes; Steve Describes His Product-Creation Process; The Product Lineup: Saying No; Learning from Failure; 8: More on Product Strategy: Design Is How It Works; Product Development Decisions; Setting Standards: Design; Setting Standards: Simplicity; Setting Standards: Secrecy; Maintaining Control of Quality; Facing Up to Criticism Steve's Legacy: The Power of the User Interface |
| Record Nr. | UNINA-9910828929603321 |
|
Elliot Jay
|
||
| Hoboken, NJ, : Wiley, c2012 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
