Two members of the Institute for the Future forecast the business trends of the next ten years, including the evolution of American workers, the growing power of technology, and the crumbling of familiar institutions.
Book Description
Editorial Reviews
From Library Journal
Following in the tradition of Alvin Toffler (Future Shock) and John Naisbitt (Megatrends), Morrison and Schmid envision tomorrow at the doorstep. Even if their projections are wrong, many of their insights give pause for reflection. Consider this thought: "Reengineering is Taylorism applied to white-collar jobs." The authors bring forth the reality of "virtual companies" as both a pipe dream and a dream come true. For the more traditional companies, they condense the requisite traits (reasoning, communication, cross-cultural skills, global experience, team orientation, technological literacy, track record of achievement, and quick study) needed to compete in the marketplace. The book holds few surprises for those who have kept abreast of the diverse literature; nevertheless, the information and contextual references are on the mark. Recommended for business collections.
Steven Silkunas, Southeastern Pennsylvania Transportation Authority, Philadelphia
Copyright 1994 Reed Business Information, Inc.
Steven Silkunas, Southeastern Pennsylvania Transportation Authority, Philadelphia
Copyright 1994 Reed Business Information, Inc.
From Booklist
Morrison and Schmid of the Institute for the Future, a California think tank, parlay some well-accepted trends into a discussion of what went wrong and what we can do about it. Identified as key driving forces in business are current demographics, the sense of insecurity people feel toward both government and corporations, the search for authority, and new technologies, among others. Yet, they argue, business has only developed partial, mainly ineffective solutions, leading to downsizing, the fragmentation of purpose and vision, and the "commoditization" of products and services. The true answers? Put people's needs first, keep the organization's focus clear, and treat workers, shareholders, and customers the same way. Barbara Jacobs
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