Posts Tagged 商业
《主营利润》阅读笔记
书籍信息：
Profit from the Core:Growth Strategy in an Era of Turbulence
作者: 詹姆斯·艾伦 / 克里斯·祖克
译者: 罗宁等译
ISBN: 9787800734212
页数: 212
定价: 19.0
装帧: 平装
出版年: 2002-2-1
出版社: 中信出版社
部分笔记内容：
实际上很少企业能获得持续盈利增长，虽然他们都期望达到此目的。
不论核心业务范围是多么小或多么窄，企业都要在自己的核心业务上建立独一无二的实力，这是企业获得持续发展的关键。
大多数管理者们都低估了他们核心业务的成长潜力，也不能释放出核心业务全部潜在成长价值。事实上最好的核心业务相对于他们的真正的潜力来说，一般是最未能释放其潜在价值的业务。
大多数成功的企业通过把业务范围扩大到毗邻业务而获得发展的，这样企业既能共享核心业务的经济资源，又能加强核心业务；而不是进行不相关的多样化投资或进行热门行业的投资。
在战略制定过程中所犯的许多毁灭性过失，都是源于投资核心业务与扩张毗邻业务以及选择特定的毗邻业务之间的冲突。
产业动荡总是要求企业的管理者在核心业务发展到高峰时重新定义企业的核心业务。
尽管企业获得发展这一目标听起来简单，实际上对企业来说是相当困难的，因为大多数的组织机构总是想维持现状，而要获得企业发展就要思变。
详细笔记，PPT版下载请见这里
如何做好商业演示（1）-准备演示
演示，可以分为说服性演示和知识性演示。当然，从某种程度上来讲，所有的演示都具有说服性。
商业演示可以分为三个过程：准备演示、制作演示材料、演示和反馈工作。
可以将制作演示材料放到准备演示的过程中，但这部分内容太多了，还是有必要将其独立出来讲述。
准备演示分为以下6个步骤：
1）确定目标
2）分析观众
3）准备初步演示方案
4）选择演示材料
5）组织演示材料
6）练习和评估演示
Enterprise Architecture as Strategy ( part 1)
Well, I have to get ready for my graduate thesis now.
At first, I would take some time to read books written by Peter Weill and some other authors about the relation between business and IT. I’d like to take the relation between business and IT as my graduate thesis. I hope in this area, I can find something interesting.
overview of the book
l chapter 2: introduce the first discipline for creating the foundation for execution: the operating model and its two key dimensions—business process standardization and integration. Four different types of operating models are described: Unification, Coordination, Replication, and Diversification.
l Chapter 3: introduce the second discipline for creating the foundation for execution: the enterprise architecture. The key elements—digitized business processes, IT infrastructure, shard data, and customer interfaces—are indentified and linked in the enterprise architecture. The one-page core diagram is introduced, and comparative diagrams are developed for each of the four operating models.
l Chapter 4: the four stages of enterprise architecture maturity: business silos, standardized technology, optimized core, and business modularity.
l Chapter 5: how companies get unique business benefits at each of the four stage s of maturity by using various management practices and roles. We explain how achieving these benefits require implementing different management mechanisms at each stage to formalize organizational learning.
l Chapter 6: The third discipline for creating the foundation for execution: the IT engagement model. The IT engagement model has three ingredients; IT governance, project management, and linkages connecting the two. A good engagement model enables a company to build its foundation one project at a time.
l How outsourcing can contribute to enterprise architecture maturity but warn that outsourcing success is far from guaranteed. To improve the likelihood of success, we show how to use the operating model and enterprise architecture to determine what and when to outsource. We distinguish between three different types of outsourcing—strategic partnerships, co-sourcing alliances, and transaction relationships.
l Chapter 8: make the urgent case for increased agility in companies that must compete in a global economy.
l Chapter 9: summarizes the key ideas in the book with a review of the symptoms of an ineffective foundation for execution. We follow with a set of six steps for rethinking your foundation for execution. Then we provide ten leadership principles for building and leveraging a foundation for execution.
Project is quite different from other office software
Well, I know that each software is different. The reason I say that Microsoft Project is different from other Office softwares is that:
1. It’s harder for you to master how to use Project. It’s not difficult for you to use word, ppt, excel, I mean basic use. But for Project, you have to have some knowledge about project management, else, it would be hard, if not impossible, for you to know how to use this software. If you have no concept about project management, you’re lost when you open the project.
2. I launched both version (English and Chinese) of some office software( word, ppt, excel) in my pc. But for Project, I can only launched one version. When I intended to launch the other one, the system remind me that it’s not able to process that.
3. There is something wrong with the English version project when I open file in Chinese, thus, I have to use the chinese version.
4. waiting for exploring….
听别人的意见，做自己的决定
一个同学打电话问我对他做一个决定的看法。在两个选择上，他有些不确定到底选择哪一个。显然，任何一个决定都是有风险的。我只是再次提醒他关注于两个选择之间的风险和回报，关注重要的因素，而不是被眼前一些其实并不重要的事情所影响。
我所说的只是我的想法，最终还要他自己做出选择。在给建议的时候，我会毫无保留。我的理念是，只有在坦诚的情形下给出的建议才能够帮助他更好地思考。如果考虑他未来可能会因为不理想的结果而对我有所看法，那我就不可能给出具有实质性作用的建议。因为我这样的话，我考虑的重点不是帮助他解决问题，而是如何才能避免日后遭受埋怨。
我坦诚地说出我的看法，只是最后补充了一句。听别人的意见，做自己的决定，自己承担结果，永远都不要去抱怨给你建议的人，而是应当心怀感激之情。只有这样，你才能在每次向别人征求意见的时候，听到让你有所思考的建议。
Articles about business and IT
If you want to know how to make use of IT in business, in a firm, don’t miss this Doulist(http://www.douban.com/doulist/30263/) in Douban(www.douban.com).
The following are some articles that I think worth reading that have been published in Harvard Business Review, MIT Sloan Management Review, or some other magazines.
PS: I will update this list occationally. If you know some great articles or books about how to align business and IT, please be kind to tell me, thank you.
1. Carr, N.G., 2003, IT Doesn’t Matter, Harvard Business Review, May.
2. Ross, J.W., and Weill, P., 2002, Six IT Decisions Your IT People Shouldn’t Make, Harvard Business Review, Nov., pp 84-91.
3. Feld, C. S., and Stoddard, D. B., 2004, Getting IT Right, Harvard Business Review, Feb.
4. Nolan, R., and McFarlan, F. W., 2005, Information Technology and the Board of Directors, Harvard Business Review, Oct, pp 96-106.
5. Upton, D.M., and Staats, B.R., 2008, Radically Simple IT, Harvard Business Review, Mar., pp 118-124.
6. McAfee, A., and Brynjolfsson, E., 2008, Investing in the IT That Makes a Competitive Difference, Harvard Business Review, Jul.-Aug., pp 98-107.
7. McAfee, A., 2006, Mastering the Three Worlds of Information Technology, Harvard Business Review, Nov., pp 141-149.
8. McAfee, A., 2004, Do You Have Too Much IT?, MIT Sloan Management Review, Vol.45, No.3, Spring, pp 18-22.
总经理的视野
1. 关注最重要的几件事情，对那几件事情的进程要保持随时知晓；
2. 将任务分配给分管的各个副总。
3. 要避免专业倾向。不同专业出身的人，总是会习惯地重视自己原来的领域而忽视其他的方面。
4. 学会倾听。
七个天才团队的故事
七个天才团队的故事
作者: （美）本尼斯 / （美）比德尔曼
译者: 张慧倩
ISBN: 9787300087023
页数: 210
定价: 39.8
出版社: 中国人民大学出版社
装帧: 平装
出版年: 2008-1-1
附：一个阅读评论。
第8个天才团队的故事
摘录：http://www.douban.com/review/1468520/
独特并不是一件坏事。因为我们大多数人都无法独特。要考虑别人的想法，大家的想法，唯独不考虑自己的想法。没有人能讨好所有人，最好的办法，就是做一个有特色的自己。
要先尊重别人，先要尊重自己，站稳自己的立场。用成果说话，你要是一边做事，一边听周围的人唠叨。多半把自己的心情给败坏了。
有句很俗的话，就是：做回你自己。你是头儿，你就该站稳自己的立场。没有威信和强势，谁也不会把你的话当真。
黑天鹅
我在申音:当创业遇上“黒天鹅” 再一次看到有人提到了 The Black Swan 这本书。“不要用平常斯坦去解释极端斯坦。”
创业成功者的成功总是会被无限地放大。“成功本身就很偶然，而从概率的角度来看，像比尔盖茨、马云、江南春那样的成功更绝对属于黑天鹅事件。”
“当你真正创业的时候，你会发现这些故事一个都帮不上忙。原因在于，成功故事总是成功在前，故事在后。解释为什么成功和如何达致成功是完全不同的概念。所以我的另一个正在创业的朋友干脆说道，成功完全是总结出来的。”
你所不知道的事比你知道的更有意义
那些行业外的闯入者，他们根本不了解行业的细节运转，他们只有大局观，他们从抽象和总体入手，他们的跨界思维与行业现有玩家的大不相同，无知者无畏。他们可以尝试一切像机会的机会。结果，幸运的苹果常常砸到他们的头上。
圆圆的月亮在地上在说房价：屁股决定嘴巴说到：
不论你看到的公共政策作如何标榜，一定要明白，从来就没有真正的代表人民根本利益的自然之作，而必是大小不等、明暗不一的利益群体，以不同方式在不同的层面上进行的博奕活动的结果。
I’m shocked! Not by the contents, but by title.
Steve Pavlina posted a piece of article The Purpose of Life.
What is the purpose of life?
The purpose of life is to increase your alignment with truth, love, and power.
You are here to:
- Discover and accept ever deeper truths.
- Learn to love more deeply and unconditionally.
- Develop and express your creativity.
#1 leads to wisdom.
#2 leads to joy.
#3 leads to strength.
cc and Bcc
接到某位同同的mail，发现收件人里面有着长长的名单。想起曾经收到过的FW:FW:FW:FW，在FW的里面，看到各个公司的人的email list。
如果不是很有必要放在to的那里，我觉得bcc给所有人会好一点，这样可以避免你的收件人的list从此被转发到不知道什么地方去了。
附：北美跨国公司里的生存笔记在《公司内部电邮的潜规则－I》说到了关于邮件的To 和CC的规则，其实不是什么“潜规则”，而是常规则。
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