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Editorial Reviews
Review
An enthralling story of regeneration. If a brand has a noble history, in skillful hands it can have a glorious future. -- Sir Martin Sorrell, CEO of WPP Group
Brings clear insight and a cross-industry perspective to make sense out of what many only make nonsense. -- Jeffrey D Montgomery, GMT Communications Partners III LLP
Francis McInerney asks the really big questions - and answers them with, in essence, a really simple formula. -- Robert Crozier, Publisher, Forbes Global
Panasonic puts a Rembrandt portrait face on the Japanese corporation, with depth of character, extraordinarily subtle nuances, and brilliant detail. -- Dan Burstein, author of Yen!
Transformation is no guarantee of success. However, if you understand the drivers, it may work. For readers, a fascinating experience. -- Ben Verwaayen, CEO BT Group
Brings clear insight and a cross-industry perspective to make sense out of what many only make nonsense. -- Jeffrey D Montgomery, GMT Communications Partners III LLP
Francis McInerney asks the really big questions - and answers them with, in essence, a really simple formula. -- Robert Crozier, Publisher, Forbes Global
Panasonic puts a Rembrandt portrait face on the Japanese corporation, with depth of character, extraordinarily subtle nuances, and brilliant detail. -- Dan Burstein, author of Yen!
Transformation is no guarantee of success. However, if you understand the drivers, it may work. For readers, a fascinating experience. -- Ben Verwaayen, CEO BT Group
Product Description
Panasonic is not about any ordinary restructuring. It is about a company of $72 billion in sales, employing 293,000 people around the world, the tenth largest industrial company not in oil or autos, whose thousands of products are so universally used that it may have more customers than any firm in history. Panasonic is so big that it is one of the few companies which has a product in just about every home and business in the developed world, has operations in almost every country in the world, and has a vast scope of markets--making everything from flat panel TVs to car audio and satellite navigation systems, even entire building systems and home interiors. Panasonic’s breadth and size combined made reorganizing the company incomparably more difficult than even the task that faced IBM’s incoming CEO in 1992.
Panasonic delves into how this great eleven-year restructuring (1995-2006) was accomplished without importing an outside CEO like Lou Gerstner. Panasonic was able to reorder a complex and tradition-bound organization in a country that is often thought, mistakenly, to deeply resist radical change, thus demonstrating how Japanese companies continue to adapt to the competitive forces roiling the markets around them.
Panasonic delves into how this great eleven-year restructuring (1995-2006) was accomplished without importing an outside CEO like Lou Gerstner. Panasonic was able to reorder a complex and tradition-bound organization in a country that is often thought, mistakenly, to deeply resist radical change, thus demonstrating how Japanese companies continue to adapt to the competitive forces roiling the markets around them.
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Front Cover | Front Flap | Table of Contents | First Pages | Index | Back Flap | Back Cover | Surprise Me!
Inside This Book
(learn more)
First Sentence:
ON JUNE 6, 1995, TWO MANAGERS FROM MATSUSHITA ELECTRIC Industrial, one of Japan's largest companies, visited Sean White and me in our offices in New York. Read the first page Key Phrases - Statistically Improbable Phrases (SIPs): (learn more)
cash velocity, information cost curve, falling information costs, capital velocity, operating free cash flow, brand superiority, tech crash, sales bridge, sale into cash, ference speech, information substitution, negative working capital, operating sources, interview with the author, inventory days, domain companies, vertical launch, legacy products, black box technologies Key Phrases - Capitalized Phrases (CAPs): (learn more)
United States, Moore Time, Kirk Nakamura, Panasonic Ideas For Life, New York, The Digital Revolution, Division System, Moore Curve, Panasonic North America, United Kingdom, Atsushi Murayama, Konosuke Matsushita, Michael Dell, Panasonic Europe, Performance Zone, Stall Zone, Fumio Ohtsubo, Dead Zone, Kazuo Toda, Kazuyoshi Fujiyoshi, Risk Zone, Lead Balls, Pragmatic Visionary, Jack Welch, Joe Shohtoku New!
Books on Related Topics | Concordance | Text Stats Browse Sample Pages:
Front Cover | Front Flap | Table of Contents | First Pages | Index | Back Flap | Back Cover | Surprise Me!
ON JUNE 6, 1995, TWO MANAGERS FROM MATSUSHITA ELECTRIC Industrial, one of Japan's largest companies, visited Sean White and me in our offices in New York. Read the first page Key Phrases - Statistically Improbable Phrases (SIPs): (learn more)
cash velocity, information cost curve, falling information costs, capital velocity, operating free cash flow, brand superiority, tech crash, sales bridge, sale into cash, ference speech, information substitution, negative working capital, operating sources, interview with the author, inventory days, domain companies, vertical launch, legacy products, black box technologies Key Phrases - Capitalized Phrases (CAPs): (learn more)
United States, Moore Time, Kirk Nakamura, Panasonic Ideas For Life, New York, The Digital Revolution, Division System, Moore Curve, Panasonic North America, United Kingdom, Atsushi Murayama, Konosuke Matsushita, Michael Dell, Panasonic Europe, Performance Zone, Stall Zone, Fumio Ohtsubo, Dead Zone, Kazuo Toda, Kazuyoshi Fujiyoshi, Risk Zone, Lead Balls, Pragmatic Visionary, Jack Welch, Joe Shohtoku New!
Books on Related Topics | Concordance | Text Stats Browse Sample Pages:
Front Cover | Front Flap | Table of Contents | First Pages | Index | Back Flap | Back Cover | Surprise Me!
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96% buy the item featured on this page: Panasonic: The Largest Corporate Restructuring in History |
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