Chasing the Rabbit How Market Leaders Outdistance the Competition and How Great Companies Can Catch Up and Win 追兔子：大企业成功之路 电子版 免费 pdf 下载 azw3 fb2 caj mobi

How can companies perform so well that their industry counterparts are competitors in name only? Although they operate in the same industry, serve the same market, and even use the same suppliers, these “rabbits” lead the race and, more importantly, continually widen their lead. In Chasing the Rabbit, Steven J. Spear describes what sets high-velocity, market-leading ***anizati*** apart and explains how you can lead the pack in your industry.

Spear examines the internal operati*** of dominant ***anizati***, including Toyota, Alcoa, Pratt & Whitney, the US Navy's Nuclear Power Program, and top-tier teaching hospitals--***anizati*** operating in vastly differing industries, but which share one thing in common: the skillful management of complex internal systems that generates c***tant, almost automatic self-improvement at rates faster, durati*** longer, and breadths wider than anyone else musters. As a result, each enjoys a level of profitability, quality, efficiency, reliability, and agility unmatched by rivals. Chasing the Rabbit shows how to:

Build a system of “dynamic discovery” designed to reveal operational problems and weaknesses

Attack and solve problems at the time and in the place where they occur, converting weaknesses into strengths

Disseminate knowledge gained from solving local problems throughout the company as a w***

Create managers invested in the process of continual innovation

Whatever kind of company you operate--from technology to finance to healthcare--mastery of these four key capabilities will put you on the fast track to operational excellence, where you will generate faster, better results using less capital and fewer resources. Apply the less*** of Steven J. Spear's and leave the competition in the dust.

FOREWORD

PREFACE

ACKNOWLED***ENTS

CHAPTER 1. Getting to the front of the pack

CHAPTER 2. Complexity: the good and the bad news

CHAPTER 3. How complex systems fail

CHAPTER 4. How complex systems succeed

CHAPTER 5. High velocity under the sea, in the air and on the web

CHAPTER 6. Capability 1: system design and operation

CHAPTER 7. Capability 2: problem solving and improvement

CHAPTER 8. Capability 3: knowledge sharing

CHAPTER 9. Capability 4: developing high-velocity skills in others

CHAPTER 10. High-velocity crisis recovery

CHAPTER 11. Creating high-velocity health-care ***anizati***

CHAPTER 12. Conclusion

REFERENCES

NOTES

INDEX

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Winner of the Shingo Prize for Research and Professional Publication, 2009 . How can companies perform so well that their industry counterparts are competitors in name only? Although they operate in the same industry, serve the same market, and even use the same suppliers, these �rabbits� lead the race and, more importantly, continually widen their lead. In Chasing the Rabbit , Steven J. Spear describes what sets high-velocity, market-leading ***anizati*** apart and explains how you can lead the pack in your industry. . . Spear examines the internal operati*** of dominant ***anizati***, including Toyota, Alcoa, Pratt And Whitney, the US Navy's Nuclear Power Program, and top-tier teaching hospitals--***anizati*** operating in vastly differing industries, but which share one thing in common: the skillful management of complex internal systems that generates c***tant, almost automatic self-improvement at rates faster, durati*** longer, and breadths wider than anyone else musters. As a result, each enjoys a level of profitability, quality, efficiency, reliability, and agility unmatched by rivals. Chasing the Rabbit shows how to: . . Build a system of �dynamic discovery� designed to reveal operational problems and weaknesses. Attack and solve problems at the time and in the place where they occur, converting weaknesses into strengths . Disseminate knowledge gained from solving local problems throughout the company as a w*** . Create managers invested in the process of continual innovation . . Whatever kind of company you operate--from technology to finance to healthcare--mastery of these four key capabilities will put you on the fast track to operational excellence, where you will generate faster, better results using less capital and fewer resources. Apply the less*** of Steven J. Spear's and leave the competition in the dust. .