4. Industrial Economy was based on physical capital Information Economy was based on information Creative Economy is based on ideas
5. Traditsioonilise majanduse alumise niši valikud Pakkuda a) rohkem väärtust vähema raha eest b) pisut vähem väärtust tunduvalt väiksema raha eest Idee: Ridderstrǻle & Nordström
23. In a market with near infinite supply (huge variety of products), a demand will exist for even the most obscure products. The tail are the niche products , individually unimportant, but collectively significant.
28. Muutunud majandusloogika II PUSH PULL Rajaneb mastaabiefektil (toota ühesuguseid tooteid võimalikult efektiivselt, mida "turustatakse" klientidele, sõltumata sellest, kas need rahuldavad kliendi vajadusi või mitte). Pakutakse seda, mida arvatakse kliendile vajalik olevat ja mis toob võimalikult palju kasu pakkujale. Rajaneb ülekandekulude vähenemisel. Pakutakse seda, mis kliendile tegelikku väärtust pakub.
30. Muutunud majandusloogika IV Ref: Chris Anderson SCARCITY ABUNDANCE Rules Everything is forbidden unless it is permitted. Everything is permitted unless it is forbidden. Social model Paternalism ("We know what's best") Egalitarianism ("You know what's best") Profit plan Business model We’ll figure it out Decision process Top-down Bottoms-up Expertice Expertise triumphs Diversity trumps expertise Management style Command and Control Out of Control
42. When you step into an intersection of fields, disciplines, or cultures, you can combine existing concepts into a large number of extraordinary new ideas .
46. Paindlikumad organisatsioonimudelid Businesses and other organizations are changing their shape, structure and boundaries through processes of decentralization, empowerment, alliances, outsourcing, networking and virtualization, becoming more nimble and flexible — and less predictable . Ref: Global Business Network
47. Kontrolli vähenemine Once you accept the inevitability of perpetual change, you can abandon your quest to gain control, and instead, go with the flow. Jeremy Gutsche
48. Within a rigid culture, chaos will make your organization round and dull. Within an adaptive culture, your company will navigate through chaos and evolve into something spectacular. Ref: Jeremy Gutsche
50. Käsuta ja kontrolli! Loo võimalusi ja koordineeri!
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53. Foto: Flickr, iguana Jo VALIKUTE AEG! Vaata ka: juhtimine.ee
Editor's Notes
Dilbert by Scott Adams is the most photocopied, pinned-up, downloaded, faxed and e-mailed comic strip in the world. Dilbert has been syndicated since 1989 and now appears in 2,000 newspapers in 65 countries and 25 languages. Adams receives hundreds of ideas each day from fans sharing their stories of absurd work situations and unbelievable bosses. Many readers are convinced that Adams works at their companies, since he conveys corporate inanities so perfectly. More than 20 million Dilbert books and calendars have been sold to date, and more than half of Adams' books have made The New York Times best-seller list. Adams' first full-length hardcover book has sold more than 1.5 million copies, making it categorically the best-selling business book of all time.
A schematic history of human civilization reflects a growing complexity of the collective behavior of human organizations. The internal structure of organizations changed from the large branching ratio hierarchies of ancient civilizations, through decreasing branching ratios of massive hierarchical bureaucracies, to hybrid systems where lateral connections appear to be more important than the hierarchy. As the importance of lateral interactions increases, the boundaries between subsystems become porous. The increasing collective complexity also is manifest in the increaseing specialization and diversity of professions. Among the possible future organizational structures are fully networked systems where hierarchical structures are unimportant." - The New England Complex Systems Institute (NECSI) by Yaneer Bar-Yam
Familiar and comfortable Experts, right answers, closure linear Clarity of structures/roles Obvious metrics Separation of knowledge - decision - action Advocacy; directives; power; control Massification /standardisation; efficiency Value chains; asset-oriented
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