{"product_id":"business-orchestration-isbn-9780470030714","title":"Business Orchestration","description":"Digital convergence is redefining industries, and putting information, knowledge and collaboration at the heart of strategic leadership and management. In the face of such change it is those leaders who can ‘orchestrate’ a complex network of employees, customers and suppliers in a single ongoing learning experience that will succeed. Exploring four learning roles for customers (information acquirer; explorer; performer; inventor) and orchestrators (conductor; architect; auctioneer; promoter), \u003ci\u003eBusiness Orchestration\u003c\/i\u003e provides a strategic view of how to harness digital convergence by mobilizing and integrating the resources of other companies to create business value. \u003cp\u003eAcknowledgments xi\u003c\/p\u003e \u003cp\u003eIntroduction xv\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart I: Conditions for Prime Movership\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 Value-creating Capabilities 7\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Anatomy of Value Creation 12\u003c\/p\u003e \u003cp\u003eThe Offering: the Case of an Auction House 20\u003c\/p\u003e \u003cp\u003eOperational Capabilities 24\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Focus on Learning 31\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDigital Convergence and Learning 34\u003c\/p\u003e \u003cp\u003eLearning in Communities 39\u003c\/p\u003e \u003cp\u003eThe Impact of Digital Convergence on Offerings and Capabilities 43\u003c\/p\u003e \u003cp\u003eLearning Contexts 47\u003c\/p\u003e \u003cp\u003eThe Nature of Creative Work 53\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Orchestrating Leadership 59\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAlternative Orchestration Strategies 65\u003c\/p\u003e \u003cp\u003eOrchestrating Leaders 71\u003c\/p\u003e \u003cp\u003eThe Orchestration Arena 79\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart II: Learning Contexts\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Information Acquisition 89\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSecuring Seamless Information Transmission 95\u003c\/p\u003e \u003cp\u003eRecouping Investments by Shifting Focus from Consumers to Carriers 101\u003c\/p\u003e \u003cp\u003eLeadership Implications – The Value of an Orchestration Platform 106\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Problem Solving 111\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eLeadership Implications – Institutionalizing Collective Regional Knowledge Building 120\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Co-experiencing 125\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eComposing, Orchestrating, and Contemplating 134\u003c\/p\u003e \u003cp\u003eLeadership Implications – Experience Provision as a Tool to Drive Change 136\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Insight Accumulation 141\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Central Tenets of the Linux Philosophy – Sharing Information and Having Fun 145\u003c\/p\u003e \u003cp\u003eLeadership Implications – Learning-Based Customer Segmentation 150\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Transitional Objects 155\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSupporting Learning with Transitional Objects 157\u003c\/p\u003e \u003cp\u003eInformation Acquisition and Transitional Objects 159\u003c\/p\u003e \u003cp\u003eProblem Solving and Transitional Objects 161\u003c\/p\u003e \u003cp\u003eCo-Experiencing and Transitional Objects 163\u003c\/p\u003e \u003cp\u003eInsight Accumulation and Transitional Objects 164\u003c\/p\u003e \u003cp\u003eAppropriate Transitional Objects in Different Learning Contexts 166\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart III: Building Capabilities\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 Core Resources 173\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eExcellence in Execution – Building a Superior Supply Chain Strategy 175\u003c\/p\u003e \u003cp\u003eThe Influence of Digital Convergence on the Cell-Phone Market 179\u003c\/p\u003e \u003cp\u003eWho Will Own the Customer? 182\u003c\/p\u003e \u003cp\u003eLeadership Implications – Industry Mapping 187\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Offering Concepts 191\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eLeadership Implications – Balancing Efficiency and Creativity 202\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 Customer Interactions 207\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eA Historical Preview of Customer Communities 211\u003c\/p\u003e \u003cp\u003eEmbodied Values as Nurturers of Customer Communities 217\u003c\/p\u003e \u003cp\u003eLeadership Implications – Co-Aligning the Strategy with Major Customers 223\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12 Value Constellations 227\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Evolving Nature of Communities 238\u003c\/p\u003e \u003cp\u003eEthos – the Glue of a Resource Community 240\u003c\/p\u003e \u003cp\u003eLeadership Implications – Building New Value Constellations 243\u003c\/p\u003e \u003cp\u003e\u003cb\u003e13 the Iocc Framework 247\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe IOCC Framework 255\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart IV: the Leader as Orchestrator\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e14 the Leader as Conductor 265\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eConducting an Orchestra: Instilling Disciplined Creativity 266\u003c\/p\u003e \u003cp\u003eOrchestrating Based on Power or Knowledge? 273\u003c\/p\u003e \u003cp\u003eThe Game Plan 278\u003c\/p\u003e \u003cp\u003e\u003cb\u003e15 the Leader as Architect 281\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eArchitecture Shaping its Environment 288\u003c\/p\u003e \u003cp\u003eOperational Architecture 289\u003c\/p\u003e \u003cp\u003e\u003cb\u003e16 the Leader as Auctioneer 299\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eInformation Architecture 310\u003c\/p\u003e \u003cp\u003e\u003cb\u003e17 the Leader as Promoter 315\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSocial Architecture 323\u003c\/p\u003e \u003cp\u003eThe Orchestration Architecture 324\u003c\/p\u003e \u003cp\u003e\u003cb\u003e18 Thriving, Aware, and Engaging 331\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCharacterizing an Orchestrator 344\u003c\/p\u003e \u003cp\u003eEpilogue 355\u003c\/p\u003e \u003cp\u003eThe Business Idea 355\u003c\/p\u003e \u003cp\u003eThe Business Leader as Statesman 357\u003c\/p\u003e \u003cp\u003eOrchestration and the World of People 359\u003c\/p\u003e \u003cp\u003eNotes 365\u003c\/p\u003e \u003cp\u003eReferences 375\u003c\/p\u003e \u003cp\u003eIndex 385\u003c\/p\u003e  \u003cp\u003eABOUT THE AUTHOR \u003c\/p\u003e\u003cp\u003e\u003cb\u003eJOHAN WALLIN,\u003c\/b\u003e who started his career as a marketing executive, is now managing partner of Synocus Group, an international consulting company with offices in Helsinki, Shanghai and New York. He co-authored the book \u003ci\u003ePrime Movers \u003c\/i\u003ewith Professor Rafael Ramírez in 2000, and has published a number of articles on customer orientation and capability building. \u003c\/p\u003e\u003cp\u003eDr Wallin has been an advisor to companies such as ABB, Canon, Nokia, Nordea, Sandvik, TeliaSonera, Tetra-Pak, and UPM-Kymmene, as well as leading public service organizations. \u003c\/p\u003e\u003cp\u003eBusiness Orchestration is continuously discussed within its own forum: \u003cb\u003ewww.businessorchestration.com\u003c\/b\u003e   \u003c\/p\u003e\u003cp\u003eToday’s business world places great emphasis on capabilities. Yet what is often overlooked is that capabilities are only built if individuals acquire new skills, and this requires leadership to motivate them to actively learn for the benefit of the organization. A focus on capabilities therefore automatically implies a focus on the individual, and on how to nurture creativity in the extended enterprise. When learning is combined with value creation we call it \u003ci\u003e\u003cb\u003eBusiness Orchestration\u003c\/b\u003e\u003c\/i\u003e. \u003c\/p\u003e\u003cp\u003eInto this melting pot we may now add digital convergence – the real-time availability of information via technological platforms. As convergence redefines entire industries, using its power for continuous learning becomes the new lifeblood of business – and collaboration the beating heart of strategic leadership and management. The new role of the leader in the era of digital convergence is thus to provide the incentives and contexts that enable \u003ci\u003e\u003cb\u003eBusiness Orchestration\u003c\/b\u003e\u003c\/i\u003e. \u003c\/p\u003e\u003cp\u003eThe leaders of tomorrow will be those who can orchestrate a complex network of employees, customers and suppliers in a single ongoing learning experience within the extended enterprise. Exploring four learning contexts and illustrating them with cases of well-known leaders including Meg Whitman, Pertti Korhonen, Linus Torvalds and Steve Jobs, Johan Wallin provides a strategic view of how to harness convergence by mobilizing and integrating the resources of customers and partners to create sustainable business value – \u003ci\u003e\u003cb\u003eBusiness Orchestration\u003c\/b\u003e\u003c\/i\u003e.\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47988872741093,"sku":"NP9780470030714","price":75.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780470030714.jpg?v=1761781862","url":"https:\/\/k12savings.com\/es\/products\/business-orchestration-isbn-9780470030714","provider":"K12savings","version":"1.0","type":"link"}