AND THE CEOs WHO ARE BUILDING THE NEXT GENERATION OF SUPER CORPORATIONS WITH IT
With more than 10,000 business books released each year, it is clearly not a worthwhile exercise to add to the cacophony, unless you have a meaningful message to convey.
Then, what motivated me to spend nearly every spare moment in the past 18 months to write this book?
Business is the engine of society and it will need newer models of commerce to fast-track any recovery.
The hollowing out of skills from entire societies, without replacing them by other competencies, high levels of youth unemployment (often disguised by serious-looking play on iPads and tablets), and growing economic imbalances risking implosions of unrest, civil commotion or even a great war, have all combined to create an alarming set of circumstances.
Whatever transpires in the short-term, eventually business people will have to lead the way to recovery around the world.
New business models are leading the way. It is evident that I am passionate about newer models that work better. In my projects and work around the world, I have noticed that, in almost all circumstances, there is always some way to make things better.
We only have to look around and see where the guidelines and trends are and which models will suit best.
While it is very tempting to discuss just one of the three key ingredients
of life - ideas, events, or people - in this book we discuss all three because they are inextricably linked.
People make events and create ideas. Ideas create events and help people become successful. Events shape people and give impetus to
ideas. A book full of concepts and ideas, with no stories about people
or events, would be extremely boring and dry.
On the other hand, a book with just chronicles of events or people
would hardly be worth bothering to read unless its author had an
immensely entertaining style of writing (which I do not), and even then
would be of little practical value besides entertainment.
I mostly use events and people to illustrate ideas and concepts to make
them more tangible to the readers.
Primarily, then, this book is about ideas and concepts - yet you will see enough discussion about people and events to be able to use the concepts.
Most of the people and events discussed are relatively well-known, so that background contextual information is already present in the readers' domain. Occasionally I use events from case studies based on our work - only because we could not find a well-known event illustrating the concept.
I do not make apologies for that, or for disguising some data or names of the entities for obvious reasons of confidentiality.
Is your company reaping the full rewards of all the effort put into the activities within the company? Are you happy with the results - sales, profits, costs, competitive positioning, new product pipelines, supplier performance and other myriad details of your company's business?
Today, Vivek and his partners are among 20-30 people on the planet earth who have this deep understanding of supply chain systems, practices and tools. CEOs, COOs, executives and Boards call them in most challenging situations once they know the full potential of supply chain based transformations. Following are key milestones in Vivek’s journey:
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