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The fault line -- that dangerous, unstable seam in the economy where powerful innovations and savage competition meet and create market-shattering tremors. Every company lives on it; no manager can control it.
In the original edition of Living on the Fault Line, Geoffrey Moore presented a compelling argument for using shareholder value (or share price) as the key driver in management decisions. Moore now revisits his argument in the post-Internet bubble world, proving that the methods he espouses are more germane than ever and showing companies how to use them to survive and thrive in today's demanding economy.
Extending the themes of Crossing the Chasm and Inside the Tornado, his first two books on the dynamics of the high-tech markets, Moore shows why sensitivity to stock price is the single most important lever for managing in the future, both as a leading indicator of shifts in competitive advantage and as an employee motivator for making necessary changes in organizations heretofore impervious to change.
This revised and updated edition includes:
A deeper emphasis on core versus context, which has emerged as the key distinction in allocating resources to improve shareholder value A new Competitive Advantage Grid that will aid managers in achieving and sustaining competitive advantage, the most important component in managing for shareholder value An expanded Value Discipline Model as it relates to the Competitive Advantage Grid Analysis of the powerful new trend toward core/context analysis and outsourcing production duties Updated models of organizational change for each stage of market development
As disruptive forces continue to buffet the marketplace and rattle the staid practices of the past, Moore offers a brilliant set of navigational tools to help meet today's most compelling management challenges.
Readers looking for "how to" advice, specific examples or more than introductory thinking about how to use a company's stock price as a management lever are bound to come away from this uninspired book disappointed. A consultant and venture capitalist, Moore (Crossing the Chasm; Inside the Tornado) begins by explaining why companies must focus on what they do best-but the concept of "core competencies" has been around for almost a decade. He then goes on to say shareholders reward firms that have a clear competitive advantage in the marketplace. But that idea's probably been around as long as stock markets themselves. The key to gaining that advantage today, Moore argues, is embracing the right technology. Only how can you tell which is the right one? Clearly, Sony thought it was on the right track when it created Beta, only to lose out to the VHS technology that governs most VCRs today, and the thousands of failed software companies dotting Silicon Valley must have thought they were on the right path when they opened their doors. What do all the failures have in common? Moore provides little in the way of answers. He concludes, again as others have before, by suggesting that companies must change their management styles as their core technology matures. But the point would be more telling if he had provided detailed examples of firms that have done that well and those that haven't. Only readers looking for an initial grounding in this area need apply. 6-city author tour; 15-city NPR radio campaign.