{"product_id":"wide-angle-vision-beat-your-competition-by-focusing-on-fringe-competitors-lost-customers-and-rogue-employees-hardback-9780471134169","title":"Wide-Angle Vision; Beat Your Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees (Hardback) 9780471134169","description":"\u003cfont face=\"Georgia\"\u003e\r\n\u003cp\u003e\u003cfont size=\"6\"\u003eWide-Angle Vision\u003c\/font\u003e\u003cbr\u003e\r\n\u003cfont size=\"5\"\u003eBeat Your Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\r\n\r\n\u003cp\u003e\u003cfont size=\"4\"\u003eWayne C. Burkan (Author)\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e9780471134169, Wiley\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eHardback, published 4 October 1996\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e288 pages\u003cbr\u003e23.7 x 15.9 x 2.6 cm, 0.519 kg\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\r\n\r\n\r\n\u003cp align=\"justify\"\u003e\u003cstrong\u003e\u003cfont size=\"3\"\u003ePraise for Wide Angle Vision\u003cbr\u003e \u003cbr\u003e \"In this book, Wayne Burkan shows us that the vantage points from which we view and act can earn us critical advantages if we are willing to stretch our thoughts and practices beyond the edge of conventional thinking.\" - Robert W. Galvin Chairman of the Executive Committee and former CEO of Motorola\u003cbr\u003e \u003cbr\u003e \"Wayne Burkan's Wide-Angle Vision is a very pragmatic and useful guide to dealing with and implementing change. His concept of 'edge' as it relates to customers, employees, and competitors should help many organizations struggling with the rapidly changing marketplace and the endless panaceas being promoted.\" - David R. Stamper Vice President and General Manager, Hitachi Data Systems, Latin American Division\u003cbr\u003e \u003cbr\u003e \"At Southwest Airlines, we redefined air transportation by utilizing 'edge thinking.' Wayne Burkan is offering a 'flight plan' that if studied, understood, and followed, will improve your bottom line for the long term. If you really want to be on the 'leading edge' for your product or service, this is the place to begin.\" - Howard Putnam Speaker, author, and former CEO of Southwest Airlines\u003cbr\u003e \u003cbr\u003e \"Wayne Burkan has brought our attention to a great source of potential opportunities for profitable growth if we take his advice and really listen to those challenging customers, potential customers, small competitors, and unhappy employees whom we often want to dismiss as difficult.\" - D. H. Davis President and Chief Operating Officer, Rockwell International Corporation\u003cbr\u003e \u003cbr\u003e \"Strategically thought-provoking! It's just what busy leaders need to ensure they are focused on gaining a competitive edge. An easy-to-read wake up call for organizations and managers. Wayne Burkan challenges us to confront the perils of tunnel vision and the promise of a wider perspective. So simple, so clear, so right!\" - Donald Himelfarb\u003cbr\u003e \u003cbr\u003e President, Thrifty Rent-A-Car System, Inc.\u003cbr\u003e \u003cbr\u003e Conventional business wisdom says to get close to your best customers, watch your biggest competitors, and reward your model employees. This controversial book offers a contrarian viewpoint and introduces a dynamic new way to compete-by broadening your focus beyond mainstream thinking to spot the critical opportunities at the edge of your core business. Wide-Angle Vision opens your eyes to the \"edge,\" from \"little guy\" competitors preparing to take over the market to disgruntled customers and maverick employees whose complaints can lead to great ideas for change.\u003cbr\u003e \u003cbr\u003e Listening to complaining employees pays off. That's where the idea for Java(r) , Sun Microsystems' successful Internet programming system, came from. With Wide-Angle Vision, now you can learn how to use \"edge\" groups to sharpen your competitiveness by reducing surprise, increasing innovation, and satisfying customers.\u003cbr\u003e \u003cbr\u003e Filled with compelling examples from a range of industries and drawing on Wayne Burkan's extensive consulting experience with IBM, Ford, and others, Wide-Angle Vision equips you with specific action techniques that can enable you to:\u003cbr\u003e * Anticipate crises before they occur by using \"splatter vision,\" scenarios, and benchmarking\u003cbr\u003e * Find breakthrough solutions to difficult problems by looking outside your field\u003cbr\u003e * Create powerful, flexible teams that work-from \"edge\" teams to ideal teams\u003cbr\u003e * Reduce resistance to organizational change through skillful timing, finding perfect change agents, and more\u003cbr\u003e * Reengineer with lower risk and greater efficiency, using an effective seven-step plan for change\u003cbr\u003e * Avoid tunnel vision by broadening your perspective-to the edges of what's happening in the mainstream\u003cbr\u003e \u003cbr\u003e In today's rapidly changing marketplace, opportunities are all around you. Wide-Angle Vision gives you the power to look them in the eye and develop the daring skills you need to be a leading-and lasting-\"edge\" competitor.\u003c\/font\u003e\u003c\/strong\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e\u003cp\u003e\u003cb\u003e1 Diamonds Beneath Your Feet 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eA Force within Reach 3\u003c\/p\u003e \u003cp\u003eIntroducing the Edge 5\u003c\/p\u003e \u003cp\u003eForklifts Fall Flat 5\u003c\/p\u003e \u003cp\u003eThe Curse of Success 7\u003c\/p\u003e \u003cp\u003eProtecting the Crown Jewels 8\u003c\/p\u003e \u003cp\u003eFinding Your Achilles’ Heel 9\u003c\/p\u003e \u003cp\u003eHelp Comes Knocking 10\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Why Those on Top don’t Stay There 14\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eInvisibility 16\u003c\/p\u003e \u003cp\u003eImpossibility 17\u003c\/p\u003e \u003cp\u003eTransferability 21\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Disgruntled Customers 25\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Five Percent Winner’s Circles 25\u003c\/p\u003e \u003cp\u003eThe Nature of the Edge 27\u003c\/p\u003e \u003cp\u003eMeet Your Customers on the Edge 28\u003c\/p\u003e \u003cp\u003eInvisible Customers 29\u003c\/p\u003e \u003cp\u003eComplaining Customers 32\u003c\/p\u003e \u003cp\u003eLost Customers 35\u003c\/p\u003e \u003cp\u003eListening to Your Edge Customers 37\u003c\/p\u003e \u003cp\u003eCase Study: Customers on the Edge 40\u003c\/p\u003e \u003cp\u003eExpanding Market Share through Disgruntled Customers 44\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Fringe Competitors 48\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eLooking at the Wrong Competitors 49\u003c\/p\u003e \u003cp\u003eCreating Your Competition 51\u003c\/p\u003e \u003cp\u003eCompetitors at the Gates 52\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Rogue Employees 59\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCase Study: Miles Apart from the Rest 60\u003c\/p\u003e \u003cp\u003eJava – The One That Almost Got Away 62\u003c\/p\u003e \u003cp\u003eCase Study: Dissidents within Professional Organizations 64\u003c\/p\u003e \u003cp\u003eCase Study: The Wiz That Woz 66\u003c\/p\u003e \u003cp\u003eSuppliers on the Edge 67\u003c\/p\u003e \u003cp\u003eKnowing Who to Listen To 67\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Avoiding Crisis, Reducing Surprise 71\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe See, or Not to See . . . 72\u003c\/p\u003e \u003cp\u003eThe End of Forecasting 74\u003c\/p\u003e \u003cp\u003eSelecting Your Target 76\u003c\/p\u003e \u003cp\u003eBreaking the Pattern 76\u003c\/p\u003e \u003cp\u003eLearning from the Future 77\u003c\/p\u003e \u003cp\u003eFour Powerful Anticipation Skills 78\u003c\/p\u003e \u003cp\u003eSearching the Future 80\u003c\/p\u003e \u003cp\u003eWhy Don’t You Hear about Anticipation? 87\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 What You Don’t Know Can Hurt You 90\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSignals from the Future 90\u003c\/p\u003e \u003cp\u003eIdentifying People working on Your Hardest Problems 91\u003c\/p\u003e \u003cp\u003eEvaluating the Rule Breakers 94\u003c\/p\u003e \u003cp\u003eRecognizing Your Diminishing Return 101\u003c\/p\u003e \u003cp\u003eLooking for the Bandwagon 103\u003c\/p\u003e \u003cp\u003eLearning from the Language We Use 104\u003c\/p\u003e \u003cp\u003eTracking Historical Patterns 105\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Creating Sizzling Teams 110\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Benefits of Brain Damage 110\u003c\/p\u003e \u003cp\u003eTeams That Blast through Problems 111\u003c\/p\u003e \u003cp\u003eHow Do Edge Teams Differ? 116\u003c\/p\u003e \u003cp\u003eThe Disbelief of Teams 118\u003c\/p\u003e \u003cp\u003eYour Working Team 119\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 The World at Your Fingertips 121\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eVirtual Reality at Work 122\u003c\/p\u003e \u003cp\u003eCreating an Ideal Team 123\u003c\/p\u003e \u003cp\u003eInvesting in Change 128\u003c\/p\u003e \u003cp\u003eDesigning Your Own Ideal Team 130\u003c\/p\u003e \u003cp\u003eCreative Solutions with Your Ideal Team 132\u003c\/p\u003e \u003cp\u003eUses for Your Ideal Team 135\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 working with Those on the Edge 138\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePlugging Your Innovation Leak: Employees on the Edge 138\u003c\/p\u003e \u003cp\u003eHow to Attract the Edge 142\u003c\/p\u003e \u003cp\u003eMy Most Painful Lesson 143\u003c\/p\u003e \u003cp\u003eAltering Patterns 145\u003c\/p\u003e \u003cp\u003eBenign Neglect 147\u003c\/p\u003e \u003cp\u003ePredicting Resistance to Change 148\u003c\/p\u003e \u003cp\u003eTake Me to Your Leader 150\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 Truly Delighting Your Customer 152\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhy Focus Groups and Survey Fail 154\u003c\/p\u003e \u003cp\u003eBe Careful Where You Walk 155\u003c\/p\u003e \u003cp\u003eYour Customers’ Customers 157\u003c\/p\u003e \u003cp\u003eThe Bleeding Edge 158\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12 Breakthroughs for Your Toughest Problems 161\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Art of the Impossible 161\u003c\/p\u003e \u003cp\u003eKnowl-edge for the Asking 162\u003c\/p\u003e \u003cp\u003eFinding Your Savior on the Edge 164\u003c\/p\u003e \u003cp\u003eThe Consolation Prize 171\u003c\/p\u003e \u003cp\u003eSimulating Saviors 173\u003c\/p\u003e \u003cp\u003e\u003cb\u003e13 Why Organizational Change Is So Hard 176\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBeyond Leadership 177\u003c\/p\u003e \u003cp\u003eFord Follies 178\u003c\/p\u003e \u003cp\u003eThe Secret to Organizational Inertia 181\u003c\/p\u003e \u003cp\u003eTraining’s Fatal Flaw 182\u003c\/p\u003e \u003cp\u003eThe Limitation of Leadership 183\u003c\/p\u003e \u003cp\u003e\u003cb\u003e14 Change – Fast and Efficient 186\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Ford Solution 187\u003c\/p\u003e \u003cp\u003eTop-Down or Bottom-Up Change 189\u003c\/p\u003e \u003cp\u003eGovernment in Revolt 190\u003c\/p\u003e \u003cp\u003e\u003cb\u003e15 Beyond Reengineering 192\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Illusion of Reengineering 193\u003c\/p\u003e \u003cp\u003eWhat Is Right with Reengineering? 194\u003c\/p\u003e \u003cp\u003eWhat Is Wrong with Reengineering? 195\u003c\/p\u003e \u003cp\u003eBlistering Fast Reengineering 200\u003c\/p\u003e \u003cp\u003eA Powerful Alternative to Traditional Reengineering 200\u003c\/p\u003e \u003cp\u003eThe Seven Steps to Streamline Reengineering 201\u003c\/p\u003e \u003cp\u003e\u003cb\u003e16 Dealing with Your Ever-Present Detractors 207\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e“There Are a Lot of Crazy Ideas Out There” 207\u003c\/p\u003e \u003cp\u003e“We Don’t Have Enough Resources or Time” 212\u003c\/p\u003e \u003cp\u003e“Salespeople Should Not Take Their Eyes Off the Ball” 213\u003c\/p\u003e \u003cp\u003e\u003cb\u003e17 Leading on the Edge 215\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFalling through the Cracks 215\u003c\/p\u003e \u003cp\u003eYour Organization’s Business Theory 216\u003c\/p\u003e \u003cp\u003eDisaster Plucked from the Jaws of Success 217\u003c\/p\u003e \u003cp\u003ePlanning: Back to the Future 218\u003c\/p\u003e \u003cp\u003eHow I Destroyed Two Companies 219\u003c\/p\u003e \u003cp\u003ePlanning on the Edge 225\u003c\/p\u003e \u003cp\u003eCore Competency or Core Deficiency 227\u003c\/p\u003e \u003cp\u003eExamining Business Theory 233\u003c\/p\u003e \u003cp\u003eExecutive Information Delivery 233\u003c\/p\u003e \u003cp\u003e\u003cb\u003e18 Surefire Ways to Reduce Resistance 236\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePredicting Resistance 236\u003c\/p\u003e \u003cp\u003eTime: The Double-Edged Sword 237\u003c\/p\u003e \u003cp\u003eBecoming Superman 239\u003c\/p\u003e \u003cp\u003eProaction and Reaction 245\u003c\/p\u003e \u003cp\u003eThe Change Agent’s Fatal Flaw 247\u003c\/p\u003e \u003cp\u003eThe Perfect Change Agent 252\u003c\/p\u003e \u003cp\u003eBreaking Down the Walls 253\u003c\/p\u003e \u003cp\u003eThe Insult of Change 258\u003c\/p\u003e \u003cp\u003eNotes 262\u003c\/p\u003e \u003cp\u003eIndex 268\u003c\/p\u003e\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eSubject Areas: Business \u0026amp; management [\u003ca title=\"See our other books on Business \u0026amp; management\" href=\"https:\/\/freshlyprintedbooks.co.uk\/search?q=%22Business%20\u0026amp;%20management%20%5BKJ%5D%22\"\u003eKJ\u003c\/a\u003e]\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\u003c\/font\u003e","brand":"Wiley","offers":[{"title":"Brand New","offer_id":52278207021336,"sku":"9780471134169","price":27.37,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0730\/2037\/5320\/files\/9780471134169.jpg?v=1781460368","url":"https:\/\/freshlyprintedbooks.co.uk\/products\/wide-angle-vision-beat-your-competition-by-focusing-on-fringe-competitors-lost-customers-and-rogue-employees-hardback-9780471134169","provider":"Freshly Printed Books","version":"1.0","type":"link"}