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  • Massachusetts Institute of Technology  (56)
  • Quintero, Dino
  • Electronic books ; local  (111)
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  • 1
    Online Resource
    Online Resource
    An Implementation of Red Hat OpenShift Network Isolation Using Multiple Ingress Controllers (2021)
    [Erscheinungsort nicht ermittelbar] : IBM Redbooks | Boston, MA : Safari
    Details
    ISBN: 9780738459899
    Language: English
    Pages: 1 online resource (22 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: Red Hat OpenShift is a great platform for developing, testing, and running applications. It handles multitenancy within Red Hat OpenShift Cluster by using users and namespaces, which allows it to run different production applications and workloads on the same Red Hat OpenShift Cluster. This IBM® Redpaper describes network isolation on a multitenant Red Hat OpenShift cluster.
    Note: Online resource; Title from title page (viewed July 28, 2021) , Mode of access: World Wide Web.
    URL: lizenzpflichtig
    Library Location Call Number Volume/Issue/Year Availability
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    Online Resource
    MPI Ethno. Forsch.
  • 2
    Online Resource
    Online Resource
    SAP HANA on IBM Power Systems Backup and Recovery Solutions (2021)
    [Erscheinungsort nicht ermittelbar] : IBM Redbooks | Boston, MA : Safari
    Details
    ISBN: 9780738459691
    Language: English
    Pages: 1 online resource (150 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: This IBM® Redpaper Redbooks publication provides guidance about a backup and recovery solution for SAP High-performance Analytic Appliance (HANA) running on IBM Power Systems. This publication provides case studies and how-to procedures that show backup and recovery scenarios. This publication provides information about how to protect data in an SAP HANA environment by using IBM Spectrum® Protect and IBM Spectrum Copy Data Manager. This publication focuses on the data protection solution, which is described through several scenarios. The information in this publication is distributed on an as-is basis without any warranty that is either expressed or implied. Support assistance for the use of this material is limited to situations where IBM Spectrum Scale or IBM Spectrum Protect are supported and entitled, and where the issues are specific to a blueprint implementation. The goal of the publication is to describe the best aspects and options for backup, snapshots, and restore of SAP HANA Multitenant Database Container (MDC) single and multi-tenant installations on IBM Power Systems by using theoretical knowledge, hands-on exercises, and documenting the findings through sample scenarios. This document provides resources about the following processes: Describing how to determine the best option, including SAP Landscape aspects to back up, snapshot, and restore of SAP HANA MDC single and multi-tenant installations based on IBM Spectrum Computing Suite, Red Hat Linux Relax and Recover (ReAR), and other products. Documenting key aspects, such as recovery time objective (RTO) and recovery point objective (RPO), backup impact (load, duration, scheduling), quantitative savings (for example, data deduplication), integration and catalog currency, and tips and tricks that are not covered in the product documentation. Using IBM Cloud® Object Storage and documenting how to use IBM Spectrum Protect to back up to the cloud. SAP HANA 2.0 SPS 05 has this feature that is built in natively. IBM Spectrum Protect for Enterprise Resource Planning (ERP) has this feature too. Documenting Linux ReaR to cover operating system (OS) backup because ReAR is used by most backup products, such as IBM Spectrum Protect and Symantec Endpoint Protection (SEP) to back up OSs. This publication targets technical readers including IT specialists, systems architects, brand specialists, sales teams, and anyone looking for a guide about how to implement the best options for SAP HANA back...
    Note: Online resource; Title from title page (viewed May 27, 2021) , Mode of access: World Wide Web.
    URL: lizenzpflichtig
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    Online Resource
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  • 3
    Online Resource
    Online Resource
    Software Defined Data Center with Red Hat Cloud and Open Source IT Operations Management (2020)
    [Erscheinungsort nicht ermittelbar] : IBM Redbooks | Boston, MA : Safari
    Details
    ISBN: 9780738459158
    Language: English
    Pages: 1 online resource (420 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: This IBM® Redbooks® publication delivers a Site Reliability Engineering (SRE) solution for cloud workloads that uses Red Hat OpenStack for Infrastructure as a Service (IaaS), Red Hat OpenShift for Platform as a Service (PaaS), and IT operations management that uses open source tools. Today, customers are no longer living in a world of licensed software. Curiosity increased the demand for investigating the Open Source world for Community Open Source and Enterprise grade applications. IBM as one of the contributors to the Open Source community is interested in helping the software be maintained and supported. Having companies, such as IBM, support the evolution of Open Source software helps to keep the Open Source community striving for enterprise grade open source solutions. Lately, companies are working on deciphering how to take advantage of Enterprise and Community Open Source to implement in their enterprises. The business case for open source software is no longer a mystery and no surprise that most of the new positions in IT enterprises are related to open source projects. The ability of a large enterprise to manage this sort of implementations is to engage in a hypertrophied cooperation, where the ability to not only cooperate with teams and people outside your organization, but also to find new ways of working together and devise new ways to improve the software and its code. A goal for this publication is to help the client's journey into the open source space and implement a private Cloud Container-based architecture with the ability to manage the entire IT Service Management processes from the open source framework. This publication describes the architecture and implementation details of the solution. Although not every piece of this solution is documented here, this book does provide instructions for what was achieved incorporating open source technologies. Moreover, with this publication, the team shares their collaboration experiences working in a team of technologists, open source developers, Red Hat, and the open source community. This publication is for designers, developers, managers, and anyone who is considering starting a Cloud open source project, or users who started that journey. This book also can be a manual to guide the implementation of a technical viable architecture and help those enterprises participate in an open source project but have not done so before. The reader must be familiar with principles in programmi...
    Note: Online resource; Title from title page (viewed November 4, 2020) , Mode of access: World Wide Web.
    URL: lizenzpflichtig
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    Online Resource
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  • 4
    Online Resource
    Online Resource
    Red Hat OpenShift V4.3 on IBM Power Systems Reference Guide (2020)
    [Erscheinungsort nicht ermittelbar] : IBM Redbooks | Boston, MA : Safari
    Details
    ISBN: 9780738459073
    Language: English
    Pages: 1 online resource (114 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: This IBM® Redpaper publication describes how to deploy Red Hat OpenShift V4.3 on IBM Power Systems servers. This book presents reference architectures for deployment, initial sizing guidelines for server, storage, and IBM Cloud® Paks. Moreover, this publication delivers information about initial supported Power System configurations for Red Hat OpenShift V4.3 deployment (bare metal, IBM PowerVM® LE LPARs, and others). This book serves as a guide for how to deploy Red Hat OpenShift V4.3 and provide start guidelines and recommended practices for implementing it on Power Systems and completing it with the supported IBM Cloud Paks. The publication addresses topics for developers, IT architects, IT specialists, sellers, and anyone who wants to implement a Red Hat OpenShift V4.3 and IBM Cloud Paks on IBM Power Systems. This book also provides technical content to transfer how-to skills to the support teams, and solution guidance to the sales team. This book compliments the documentation that is available at IBM Knowledge Center, and also aligns with the educational offerings that are provided by the IBM Systems Technical Education (SSE).
    Note: Online resource; Title from title page (viewed September 10, 2020) , Mode of access: World Wide Web.
    URL: lizenzpflichtig
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    Online Resource
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  • 5
    Online Resource
    Online Resource
    IBM Power Systems Infrastructure I/O for SAP Applications (2020)
    [Erscheinungsort nicht ermittelbar] : IBM Redbooks | Boston, MA : Safari
    Details
    Language: English
    Pages: 1 online resource (62 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: This IBM® Redpaper publication describes practical experiences to run SAP workloads to take advantage of IBM Power Systems I/O capabilities. With IBM POWER® processor-based servers, you have the flexibility to fit seamlessly new applications and workloads into a single data center, and even consolidate them into a single server. This approach highlights all viable options and describes the pros and cons of each one to select the correct option for a specific data center. The target audiences of this book are architects, IT specialists, and systems administrators deploying SAP workloads, who spend much time and effort managing, provisioning, and monitoring SAP software systems and landscapes on IBM Power Systems servers.
    Note: Online resource; Title from title page (viewed April 20, 2020) , Mode of access: World Wide Web.
    URL: lizenzpflichtig
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    Online Resource
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  • 6
    Online Resource
    Online Resource
    IBM Spectrum LSF Suite : Installation Best Practices Guide (2020)
    [Erscheinungsort nicht ermittelbar] : IBM Redbooks | Boston, MA : Safari
    Details
    Language: English
    Pages: 1 online resource (68 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: This IBM® Redpaper publication describes IBM Spectrum® LSF® Suite best practices installation topics, application checks for workload management, and high availability configurations by using theoretical knowledge and hands-on exercises. These findings are documented by way of sample scenarios. This publication addresses topics for sellers, IT architects, IT specialists, and anyone who wants to implement and manage a high-performing workload management solution with LSF. Moreover, this guide provides documentation to transfer how-to-skills to the technical teams, and solution guidance to the sales team. This publication compliments documentation that is available at IBM Knowledge Center, and aligns with educational materials that are provided by IBM Systems.
    Note: Online resource; Title from title page (viewed March 3, 2020) , Mode of access: World Wide Web.
    URL: lizenzpflichtig
    Library Location Call Number Volume/Issue/Year Availability
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    Online Resource
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  • 7
    Online Resource
    Online Resource
    Implementing and Managing a High-performance Enterprise Infrastructure with Nutanix on IBM Power Systems (2020)
    [Erscheinungsort nicht ermittelbar] : IBM Redbooks | Boston, MA : Safari
    Details
    Language: English
    Pages: 1 online resource (88 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: This IBM® Redbooks® publication describes how to implement and manage a hyperconverged private cloud solution by using theoretical knowledge, hands-on exercises, and documenting the findings by way of sample scenarios. This book also is a guide about how to implement and manage a high-performance enterprise infrastructure and private cloud platform for big data, artificial intelligence, and transactional and analytics workloads on IBM Power Systems. This book use available documentation, hardware, and software resources to meet the following goals: Document the web-scale architecture that demonstrates the simple and agile nature of public clouds. Showcase the hyperconverged infrastructure to help cloud native applications mine cognitive analytics workloads. Conduct and document implementation case studies. Document guidelines to help provide an optimal system configuration, implementation, and management. This publication addresses topics for developers, IT architects, IT specialists, sellers, and anyone that wants to implement and manage a high-performance enterprise infrastructure and private cloud platform on IBM Power Systems. This book also provides documentation to transfer the how-to-skills to the technical teams, and solution guidance to the sales team. This book compliments any documentation that is available in IBM Knowledge Center, and aligns with the educational materials that are provided by the IBM Systems Software Education (SSE).
    Note: Online resource; Title from title page (viewed March 3, 2020) , Mode of access: World Wide Web.
    URL: https://learning.oreilly.com/library/view/-/9780738458564/?ar
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    Online Resource
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  • 8
    Online Resource
    Online Resource
    IBM Power Systems Virtualization Operation Management for SAP Applications (2020)
    [Erscheinungsort nicht ermittelbar] : IBM Redbooks | Boston, MA : Safari
    Details
    Language: English
    Pages: 1 online resource (116 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: Businesses are using IBM® Power Systems servers and Linux to consolidate multiple SAP workloads onto fewer systems, increasing infrastructure utilization; reliability, availability, and serviceability (RAS); and scalability, and reducing cost. This IBM Redpaper Redbooks publication describes key hardware and software components of an SAP solution stack. Furthermore, this book addresses non-functional items like RAS, security, and issue handling. Practical help for planning, implementation, configuration, installation, and monitoring of a solution stack are provided. This publication addresses topics for sellers, IT architects, IT specialists, and anyone who wants to implement and manage SAP workloads on IBM Power Systems servers. Moreover, this guide provides documentation to transfer how-to skills to the technical teams, and it provides solution guidance to the sales team. This publication complements documentation that is available at IBM Knowledge Center, and it aligns with educational materials that are provided by IBM Systems.
    Note: Online resource; Title from title page (viewed March 3, 2020) , Mode of access: World Wide Web.
    URL: https://learning.oreilly.com/library/view/-/9780738458502/?ar
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    Online Resource
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  • 9
    Online Resource
    Online Resource
    IBM Power Systems Security for SAP Applications (2020)
    [Erscheinungsort nicht ermittelbar] : IBM Redbooks | Boston, MA : Safari
    Details
    Language: English
    Pages: 1 online resource (28 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: This IBM Redpaper highlights the RAS and security features on the hardware, hypervisor, Linux, and SAP application levels. It highlights what is transparent, what needs enablement, and also the known prerequisites for the use of these features.
    Note: Online resource; Title from title page (viewed February 19, 2020) , Mode of access: World Wide Web.
    URL: https://learning.oreilly.com/library/view/-/9780738458519/?ar
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    Online Resource
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  • 10
    Online Resource
    Online Resource
    SAP HANA Data Management and Performance on IBM Power Systems (2020)
    [Erscheinungsort nicht ermittelbar] : IBM Redbooks | Boston, MA : Safari
    Details
    Language: English
    Pages: 1 online resource (76 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: This IBM® Redpaper Redbooks publication provides information and concepts about how to take advantage of SAP HANA and IBM Power Systems features to manage data and performance efficiently. The target audience of this book includes architects, IT specialists, and systems administrators who deploy SAP HANA and manage data and SAP system performance.
    Note: Online resource; Title from title page (viewed April 1, 2020) , Mode of access: World Wide Web.
    URL: https://learning.oreilly.com/library/view/-/9780738458663/?ar
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    Online Resource
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  • 11
    Online Resource
    Online Resource
    Simplify Management of IT Security and Compliance with IBM PowerSC in Cloud and Virtualized Environments (2019)
    [Erscheinungsort nicht ermittelbar] : IBM Redbooks | Boston, MA : Safari
    Details
    Language: English
    Pages: 1 online resource (322 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: This IBM® Redbooks® publication provides a security and compliance solution that is optimized for virtualized environments on IBM Power Systems™ servers, running IBM PowerVM® and IBM AIX®. Security control and compliance are some of the key components that are needed to defend the virtualized data center and cloud infrastructure against ever evolving new threats. The IBM business-driven approach to enterprise security that is used with solutions, such as IBM PowerSC™, makes IBM the premier security vendor in the market today. The book explores, tests, and documents scenarios using IBM PowerSC that leverage IBM Power Systems servers architecture and software solutions from IBM to help defend the virtualized data center and cloud infrastructure against ever evolving new threats. This publication helps IT and Security managers, architects, and consultants to strengthen their security and compliance posture in a virtualized environment running IBM PowerVM.
    Note: Online resource; Title from title page (viewed September 7, 2019)
    URL: https://learning.oreilly.com/library/view/-/9780738457970/?ar
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  • 12
    Online Resource
    Online Resource
    IBM PowerHA SystemMirror V7.2.3 for IBM AIX and V7.22 for Linux (2019)
    [Erscheinungsort nicht ermittelbar] : IBM Redbooks | Boston, MA : Safari
    Details
    Language: English
    Pages: 1 online resource (508 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: This IBM® Redbooks® publication helps strengthen the position of the IBM PowerHA® SystemMirror® for Linux solution with well-defined and documented deployment models within an IBM Power Systems™ environment, which provides customers a planned foundation for business resilience and disaster recovery (DR) for their IBM Power Systems infrastructure solutions. This book addresses topics to help answer customers' complex high availability (HA) and DR requirements for IBM AIX® and Linux on IBM Power Systems servers to help maximize system availability and resources and provide technical documentation to transfer the how-to-skills to users and support teams. This publication is targeted at technical professionals (consultants, technical support staff, IT architects, and IT specialists) who are responsible for providing HA and DR solutions and support for IBM PowerHA SystemMirror for AIX and Linux Standard and Enterprise Editions on IBM Power Systems servers.
    Note: Online resource; Title from title page (viewed September 16, 2019)
    URL: https://learning.oreilly.com/library/view/-/9780738457918/?ar
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  • 13
    Online Resource
    Online Resource
    SAP HANA on IBM Power Systems : High Availability and Disaster Recovery Implementation Updates (2019)
    [Erscheinungsort nicht ermittelbar] : IBM Redbooks | Boston, MA : Safari
    Details
    Language: English
    Pages: 1 online resource (186 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: This IBM® Redbooks® publication updates Implementing High Availability and Disaster Recovery Solutions with SAP HANA on IBM Power Systems, REDP-5443 with the latest technical content that describes how to implement an SAP HANA on IBM Power Systems™ high availability (HA) and disaster recovery (DR) solution by using theoretical knowledge and sample scenarios. This book describes how all the pieces of the reference architecture work together (IBM Power Systems servers, IBM Storage servers, IBM Spectrum™ Scale, IBM PowerHA® SystemMirror® for Linux, IBM VM Recovery Manager DR for Power Systems, and Linux distributions) and demonstrates the resilience of SAP HANA with IBM Power Systems servers. This publication is for architects, brand specialists, distributors, resellers, and anyone developing and implementing SAP HANA on IBM Power Systems integration, automation, HA, and DR solutions. This publication provides documentation to transfer the how-to-skills to the technical teams, and documentation to the sales team.
    Note: Online resource; Title from title page (viewed July 16, 2019)
    URL: https://learning.oreilly.com/library/view/-/9780738457857/?ar
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  • 14
    Online Resource
    Online Resource
    IBM Reference Architecture for High Performance Data and AI in Healthcare and Life Sciences (2019)
    [Erscheinungsort nicht ermittelbar] : IBM Redbooks | Boston, MA : Safari
    Details
    Language: English
    Pages: 1 online resource (89 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: This IBM® Redpaper publication provides an update to the original description of IBM Reference Architecture for Genomics. This paper expands the reference architecture to cover all of the major vertical areas of healthcare and life sciences industries, such as genomics, imaging, and clinical and translational research. The architecture was renamed IBM Reference Architecture for High Performance Data and AI in Healthcare and Life Sciences to reflect the fact that it incorporates key building blocks for high-performance computing (HPC) and software-defined storage, and that it supports an expanding infrastructure of leading industry partners, platforms, and frameworks. The reference architecture defines a highly flexible, scalable, and cost-effective platform for accessing, managing, storing, sharing, integrating, and analyzing big data, which can be deployed on-premises, in the cloud, or as a hybrid of the two. IT organizations can use the reference architecture as a high-level guide for overcoming data management challenges and processing bottlenecks that are frequently encountered in personalized healthcare initiatives, and in compute-intensive and data-intensive biomedical workloads. This reference architecture also provides a framework and context for modern healthcare and life sciences institutions to adopt cutting-edge technologies, such as cognitive life sciences solutions, machine learning and deep learning, Spark for analytics, and cloud computing. To illustrate these points, this paper includes case studies describing how clients and IBM Business Partners alike used the reference architecture in the deployments of demanding infrastructures for precision medicine. This publication targets technical professionals (consultants, technical support staff, IT Architects, and IT Specialists) who are responsible for providing life sciences solutions and support.
    Note: Online resource; Title from title page (viewed September 8, 2019)
    URL: https://learning.oreilly.com/library/view/-/9780738456904/?ar
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  • 15
    Online Resource
    Online Resource
    IBM High-Performance Computing Insights with IBM Power System AC922 Clustered Solution (2019)
    [Erscheinungsort nicht ermittelbar] : IBM Redbooks | Boston, MA : Safari
    Details
    Language: English
    Pages: 1 online resource (352 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: This IBM® Redbooks® publication documents and addresses topics to set up a complete infrastructure environment and tune the applications to use an IBM POWER9™ hardware architecture with the technical computing software stack. This publication is driven by a CORAL project solution. It explores, tests, and documents how to implement an IBM High-Performance Computing (HPC) solution on a POWER9 processor-based system by using IBM technical innovations to help solve challenging scientific, technical, and business problems. This book documents the HPC clustering solution with InfiniBand on IBM Power Systems™ AC922 8335-GTH and 8335-GTX servers with NVIDIA Tesla V100 SXM2 graphics processing units (GPUs) with NVLink, software components, and the IBM Spectrum™ Scale parallel file system. This solution includes recommendations about the components that are used to provide a cohesive clustering environment that includes job scheduling, parallel application tools, scalable file systems, administration tools, and a high-speed interconnect. This book is divided into three parts: Part 1 focuses on the planners of the solution, Part 2 focuses on the administrators, and Part 3 focuses on the developers. This book targets technical professionals (consultants, technical support staff, IT architects, and IT specialists) who are responsible for delivering cost-effective HPC solutions that help uncover insights among clients' data so that they can act to optimize business results, product development, and scientific discoveries.
    Note: Online resource; Title from title page (viewed May 2, 2019)
    URL: https://learning.oreilly.com/library/view/-/9780738457451/?ar
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  • 16
    Online Resource
    Online Resource
    Implementing IBM VM Recovery Manager for IBM Power Systems (2019)
    [Erscheinungsort nicht ermittelbar] : IBM Redbooks | Boston, MA : Safari
    Details
    ISBN: 9780738458106
    Language: English
    Pages: 1 online resource (392 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: This IBM® Redbooks® publication describes the IBM VM Recovery Manager for Power Systems, and addresses topics to help answer customers' complex high availability (HA) and disaster recovery (DR) requirements for IBM AIX® and Linux on IBM Power Systems servers to help maximize systems' availability and resources, and provide technical documentation to transfer the how-to skills to users and support teams. The IBM VM Recovery Manager for Power Systems product is an easy to use and economical HA and DR solution. Automation software, installation services, and remote-based software support help you streamline the process of recovery, which raises availability and recovery testing, and maintains a state-of-the-art HA and DR solution. Built-in functions and IBM Support can decrease the need for expert-level skills and shorten your recovery time objective (RTO), improve your recovery point objective (RPO), optimize backups, and better manage growing data volumes. This book examines the IBM VM Recovery Manager solution, tools, documentation, and other resources that are available to help technical teams develop, implement, and support business resilience solutions in IBM VM Recovery Manager for IBM Power Systems environments. This publication targets technical professionals (consultants, technical support staff, IT Architects, and IT Specialists) who are responsible for providing HA and DR solutions and support for IBM Power Systems.
    Note: Online resource; Title from title page (viewed October 29, 2019)
    URL: lizenzpflichtig
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  • 17
    Online Resource
    Online Resource
    IBM Open platform for DBaaS on IBM Power Systems (2018)
    Poughkeepsie, NY : IBM Corp., International Technical Support Organization
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations.
    Edition: First edition (March 2018).
    Series Statement: IBM redbooks
    Keywords: IBM Power systems ; Client/server computing ; Equipment and supplies ; Client/server computing ; Management ; Electronic books ; Electronic books ; local
    Abstract: Abstract This IBM Redbooks publication describes how to implement an Open Platform for Database as a Service (DBaaS) on IBM Power Systems environment for Linux, and demonstrate the open source tools, optimization and best practices guidelines for it. Open Platform for DBaaS on Power Systems is an on-demand, secure, and scalable self-service database platform that automates provisioning and administration of databases to support new business applications and information insights. This publication addresses topics to help sellers, architects, brand specialists, distributors, resellers and anyone offering secure and scalable Open Platform for DBaaS on Power Systems solution with APIs that are consistent across heterogeneous open database types. An Open Platform for DBaaS on Power Systems solution has the capability to accelerate business success by providing an infrastructure, and tools leveraging Open Source and OpenStack software engineered to optimize hardware and software between workloads and resources so you have a responsive, and an adaptive environment. Moreover, this publication provides documentation to transfer the how-to-skills for cloud oriented operational management of Open Platform for DBaaS on Power Systems service and underlying infrastructure to the technical teams. Open Platform for DBaaS on Power Systems mission is to provide scalable and reliable cloud database as a service provisioning functionality for both relational and non-relational database engines, and to continue to improve its fully-featured and extensible open source framework. For example, Trove is a database as a service for OpenStack. It is designed to run entirely on OpenStack, with the goal of allowing users to quickly and easily utilize the features of a relational or non-relational database without the burden of handling complex administrative tasks. Cloud users and database administrators can provision and manage multiple database instances as needed. Initially, the service focuses on providing resource isolation at high performance while automating complex administrative tasks including deployment, configuration, patching, backups, restores, and monitoring. In the context of this publication, the monitoring tool implemented is Nagios Core which is an open source monitoring tool. Hence, when you see a reference of Nagios in this book, Nagios Core is the open source monitoring solution implemented. Also note that the implementation of Open Platform for DBaa...
    Note: "SG24-8408-00"--Cover page 4. - Includes bibliographical references. - Description based on online resource; title from cover (viewed April 18, 2018)
    URL: https://learning.oreilly.com/library/view/-/9780738442792/?ar
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  • 18
    Online Resource
    Online Resource
    IBM PowerAI : deep learning unleashed on IBM Power Systems Servers (2018)
    Poughkeepsie, NY : IBM Corporation, International Technical Support Organization
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations.
    Edition: First edition.
    Series Statement: IBM Redbooks
    Keywords: Client/server computing ; Artificial intelligence ; Data processing ; Machine learning ; Business enterprises ; Computer networks ; Management ; Electronic books ; local
    Abstract: Abstract This IBM® Redbooks® publication is a guide about the IBM PowerAI Deep Learning solution. This book provides an introduction to artificial intelligence (AI) and deep learning (DL), IBM PowerAI, and components of IBM PowerAI, deploying IBM PowerAI, guidelines for working with data and creating models, an introduction to IBM Spectrum™ Conductor Deep Learning Impact (DLI), and case scenarios. IBM PowerAI started as a package of software distributions of many of the major DL software frameworks for model training, such as TensorFlow, Caffe, Torch, Theano, and the associated libraries, such as CUDA Deep Neural Network (cuDNN). The IBM PowerAI software is optimized for performance by using the IBM Power Systems™ servers that are integrated with NVLink. The AI stack foundation starts with servers with accelerators. graphical processing unit (GPU) accelerators are well-suited for the compute-intensive nature of DL training, and servers with the highest CPU to GPU bandwidth, such as IBM Power Systems servers, enable the high-performance data transfer that is required for larger and more complex DL models. This publication targets technical readers, including developers, IT specialists, systems architects, brand specialist, sales team, and anyone looking for a guide about how to understand the IBM PowerAI Deep Learning architecture, framework configuration, application and workload configuration, and user infrastructure.
    Note: Number on back cover: SF24-8409-00. - Includes bibliographical references. - Description based on online resource; title from cover (Safari, viewed March 20, 2018)
    URL: https://learning.oreilly.com/library/view/-/9780738442945/?ar
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  • 19
    Online Resource
    Online Resource
    IBM Power Systems Bits : Understanding IBM Patterns for Cognitive Systems (2018)
    [Erscheinungsort nicht ermittelbar] : IBM Redbooks | Boston, MA : Safari
    Details
    Language: English
    Pages: 1 online resource (22 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: This IBM® Redpaper™ publication addresses IBM Patterns for Cognitive Systems topics to anyone developing, implementing, and using Cognitive Solutions on IBM Power Systems™ servers. Moreover, this publication provides documentation to transfer the knowledge to the sales and technical teams. This publication describes IBM Patterns for Cognitive Systems. Think of a pattern as a use case for a specific scenario, such as event-based real-time marketing for real-time analytics, anti-money laundering, and addressing data oceans by reducing the cost of Hadoop. These examples are just a few of the cognitive patterns that are now available. Patterns identify and address challenges for cognitive infrastructures. These entry points then help you understand where you are on the cognitive journey and enables IBM to demonstrate the set of solutions capabilities for each lifecycle stage. This book targets technical readers, including IT specialist, systems architects, data scientists, developers, and anyone looking for a guide about how to unleash the cognitive capabilities of IBM Power Systems by using patterns.
    Note: Online resource; Title from title page (viewed February 14, 2018)
    URL: https://learning.oreilly.com/library/view/-/9780738456676/?ar
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  • 20
    Online Resource
    Online Resource
    IBM PowerHA SystemMirror 7.2.1 for IBM AIX updates (2017)
    Poughkeepsie, NY : IBM Corporation, International Technical Support Organization
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations.
    Edition: First edition.
    Series Statement: IBM Redbooks
    Keywords: IBM Power systems ; AIX (Computer file) ; Data recovery (Computer science) ; Fault-tolerant computing ; Electronic books ; Electronic books ; local
    Abstract: Abstract This IBM® Redbooks® publication helps strengthen the position of the IBM PowerHA® SystemMirror® solution with a well-defined and documented deployment models within an IBM Power Systems™ virtualized environment, which provides customers with a planned foundation for business resilience and disaster recovery for their IBM Power Systems infrastructure solutions. This publication addresses topics to help meet customers' complex high availability and disaster recovery requirements on IBM Power Systems servers to help maximize their systems' availability and resources, and provide technical documentation to transfer the how-to-skills to users and support teams. This book is targeted at technical professionals (consultants, technical support staff, IT Architects, and IT Specialists) who are responsible for providing high availability and disaster recovery solutions and support with IBM PowerHA SystemMirror Standard and Enterprise Editions on IBM Power Systems servers.
    Note: Number on resource description page: SG24837200. - Includes bibliographical references. - Description based on online resource; title from cover (Safari, viewed June 29, 2017)
    URL: https://learning.oreilly.com/library/view/-/9780738442518/?ar
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  • 21
    Online Resource
    Online Resource
    IBM POWER8 high-performance computing guide : IBM Power System S822LC (8335-GTB) edition (2017)
    Poughkeepsie, NY : IBM Corporation, International Technical Support Organization
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations.
    Edition: First edition.
    Series Statement: IBM redbooks
    Keywords: IBM Power systems ; High performance computing ; Multiprocessors ; Electronic data processing ; Electronic books ; Electronic books ; local
    Abstract: Abstract This IBM® Redbooks® publication documents and addresses topics to provide step-by-step customizable application and programming solutions to tune application and workloads to use IBM Power Systems™ hardware architecture. This publication explores, tests, and documents the solution to use the architectural technologies and the software solutions that are available from IBM to help solve challenging technical and business problems. This publication also demonstrates and documents that the combination of IBM high-performance computing (HPC) solutions (hardware and software) delivers significant value to technical computing clients who are in need of cost-effective, highly scalable, and robust solutions. First, the book provides a high-level overview of the HPC solution, including all of the components that makes the HPC cluster: IBM Power System S822LC (8335-GTB), software components, interconnect switches, and the IBM Spectrum™ Scale parallel file system. Then, the publication is divided in three parts: Part 1 focuses on the developers, Part 2 focuses on the administrators, and Part 3 focuses on the evaluators and planners of the solution. The IBM Redbooks publication is targeted toward technical professionals (consultants, technical support staff, IT Architects, and IT Specialists) who are responsible for delivering cost-effective HPC solutions that help uncover insights from vast amounts of client's data so they can optimize business results, product development, and scientific discoveries.
    Note: Number on resource description page: SG24837100. - Includes bibliographical references. - Description based on online resource; title from cover (Safari, viewed July 10, 2017)
    URL: https://learning.oreilly.com/library/view/-/9780738442556/?ar
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  • 22
    Online Resource
    Online Resource
    Implementing an IBM high-performance computing solution on IBM Power System S822LC (2016)
    Poughkeepsie, NY : IBM Corporation, International Technical Support Organization
    Details
    Language: English
    Pages: 1 online resource (1 volume)
    Edition: First edition.
    Series Statement: IBM redbooks
    Keywords: IBM Power systems ; High performance computing ; Multiprocessors ; Electronic data processing ; Electronic books ; Electronic books ; local
    Abstract: This IBM® Redbooks® publication demonstrates and documents that IBM Power Systems™ high-performance computing and technical computing solutions deliver faster time to value with powerful solutions. Configurable into highly scalable Linux clusters, Power Systems offer extreme performance for demanding workloads such as genomics, finance, computational chemistry, oil and gas exploration, and high-performance data analytics. This book delivers a high-performance computing solution implemented on the IBM Power System S822LC. The solution delivers high application performance and throughput based on its built-for-big-data architecture that incorporates IBM POWER8® processors, tightly coupled Field Programmable Gate Arrays (FPGAs) and accelerators, and faster I/O by using Coherent Accelerator Processor Interface (CAPI). This solution is ideal for clients that need more processing power while simultaneously increasing workload density and reducing datacenter floor space requirements. The Power S822LC offers a modular design to scale from a single rack to hundreds, simplicity of ordering, and a strong innovation roadmap for graphics processing units (GPUs). This publication is targeted toward technical professionals (consultants, technical support staff, IT Architects, and IT Specialists) responsible for delivering cost effective high-performance computing (HPC) solutions that help uncover insights from their data so they can optimize business results, product development, and scientific discoveries
    Note: Number on back cover: SG24-8280-00. - Includes bibliographical references. - Description based on online resource; title from title page (viewed August 26, 2016)
    URL: https://learning.oreilly.com/library/view/-/9780738441870/?ar
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  • 23
    Online Resource
    Online Resource
    IBM PowerHA SystemMirror for IBM AIX updates (2016)
    Poughkeepsie, NY : IBM Corporation, International Technical Support Organization
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations.
    Edition: First edition.
    Series Statement: IBM redbooks
    Keywords: AIX (Computer file) ; Linux ; Operating systems (Computers) ; Electronic books ; Electronic books ; local
    Abstract: This IBM® Redbooks® publication addresses topics to help answer customers' complex high availability requirements to help maximize systems availability and resources, and provide documentation to transfer the how-to-skills to the worldwide sales and support teams. This publication helps strengthen the position of the IBM PowerHA® SystemMirror® solution with a well-defined and documented deployment models within an IBM Power Systems™ virtualized environment, providing customers a planned foundation for business resilient infrastructure solutions. This book describes documentation, and other resources available to help the technical teams provide business resilience solutions and support with the IBM PowerHA SystemMirror Standard and Enterprise Editions on IBM Power Systems. This publication targets technical professionals (consultants, technical support staff, IT Architects, and IT Specialists) responsible for providing high availability solutions and support with IBM PowerHA SystemMirror Standard and Enterprise Editions on IBM Power Systems.
    Note: Number on resource description page: SG24827800. - Includes bibliographical references. - Description based on online resource; title from cover (Safari, viewed July 21, 2016)
    URL: https://learning.oreilly.com/library/view/-/9780738441757/?ar
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  • 24
    Online Resource
    Online Resource
    Implementing an optimized analytics solution on IBM Power Systems (2016)
    Poughkeepsie, NY : IBM Corporation, International Technical Support Organization
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations.
    Edition: First edition.
    Series Statement: IBM redbooks
    Keywords: IBM Power systems ; Client/server computing ; Electronic books ; Electronic books ; local
    Abstract: This IBM® Redbooks® publication addresses topics to use the virtualization strengths of the IBM POWER8® platform to solve clients' system resource utilization challenges and maximize systems' throughput and capacity. This book addresses performance tuning topics that will help answer clients' complex analytic workload requirements, help maximize systems' resources, and provide expert-level documentation to transfer the how-to-skills to the worldwide teams. This book strengthens the position of IBM Analytics and Big Data solutions with a well-defined and documented deployment model within a POWER8 virtualized environment, offering clients a planned foundation for security, scaling, capacity, resilience, and optimization for analytics workloads. This book is targeted toward technical professionals (analytics consultants, technical support staff, IT Architects, and IT Specialists) who are responsible for providing analytics solutions and support on IBM Power Systems™.
    Note: "Analytics, Power Systems.". - Number from resource description page: SG24-8291-00. - Includes bibliographical references. - Description based on online resource; title from cover (viewed June 21, 2016)
    URL: https://learning.oreilly.com/library/view/-/9780738441689/?ar
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  • 25
    Online Resource
    Online Resource
    Implementing an IBM high-performance computing solution on IBM POWER8 (2016)
    Poughkeepsie, NY : IBM Corporation, International Technical Support Organization
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations.
    Edition: First edition.
    Series Statement: IBM redbooks
    Keywords: IBM Power systems ; High performance computing ; Multiprocessors ; Electronic data processing ; Electronic books ; Electronic books ; local
    Abstract: This IBM® Redbooks® publication documents and addresses topics to provide step-by-step programming concepts to tune the applications to use IBM POWER8® hardware architecture with the technical computing software stack. This publication explores, tests, and documents how to implement an IBM high-performance computing (HPC) solution on POWER8 by using IBM technical innovations to help solve challenging scientific, technical, and business problems. This book demonstrates and documents that the combination of IBM HPC hardware and software solutions delivers significant value to technical computing clients in need of cost-effective, highly scalable, and robust solutions. This book targets technical professionals (consultants, technical support staff, IT Architects, and IT Specialists) who are responsible for delivering cost-effective HPC solutions that help uncover insights among clients' data so that they can act to optimize business results, product development, and scientific discoveries.
    Note: Number on resource description page: SG24826300. - Includes bibliographical references
    URL: https://learning.oreilly.com/library/view/-/9780738440934/?ar
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  • 26
    Online Resource
    Online Resource
    IBM Data Engine for Hadoop and Spark (2016)
    Poughkeepsie, NY : IBM Corporation, International Technical Support Organization
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Edition: First edition (August 2016).
    Series Statement: IBM redbooks
    Keywords: Apache Hadoop ; Spark (Electronic resource : Apache Software Foundation) ; Big data ; Cloud computing ; Business ; Data processing ; Business enterprises ; Computer networks ; Electronic books ; Electronic books ; local
    Abstract: This IBM® Redbooks® publication provides topics to help the technical community take advantage of the resilience, scalability, and performance of the IBM Power Systems™ platform to implement or integrate an IBM Data Engine for Hadoop and Spark solution for analytics solutions to access, manage, and analyze data sets to improve business outcomes. This book documents topics to demonstrate and take advantage of the analytics strengths of the IBM POWER8® platform, the IBM analytics software portfolio, and selected third-party tools to help solve customer's data analytic workload requirements. This book describes how to plan, prepare, install, integrate, manage, and show how to use the IBM Data Engine for Hadoop and Spark solution to run analytic workloads on IBM POWER8. In addition, this publication delivers documentation to complement available IBM analytics solutions to help your data analytic needs. This publication strengthens the position of IBM analytics and big data solutions with a well-defined and documented deployment model within an IBM POWER8 virtualized environment so that customers have a planned foundation for security, scaling, capacity, resilience, and optimization for analytics workloads. This book is targeted at technical professionals (analytics consultants, technical support staff, IT Architects, and IT Specialists) that are responsible for delivering analytics solutions and support on IBM Power Systems.
    Note: "This edition applies to the following software: IBM Platform Symphony Advanced Edition V7.1; IBM Open Platform for Apache Hadoop V4.1.0.0; Apache Ambari V2.1.0.0; IBM Spectrum Scale Advanced Edition V4.1.1.2"--Front matter. - "SG24-8359-00"--Back cover. - Includes bibliographical references. - Description based on online resource; title from cover (viewed September 14, 2016)
    URL: https://learning.oreilly.com/library/view/-/9780738441931/?ar
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  • 27
    Online Resource
    Online Resource
    IBM reference architecture for genomics, power systems edition (2016)
    Poughkeepsie, NY : IBM Corporation, International Technical Support Organization
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations.
    Edition: First edition.
    Series Statement: IBM redbooks
    Keywords: IBM Power systems ; Information storage and retrieval systems ; Genomes ; Information storage and retrieval systems ; Life sciences ; Information technology ; Management ; Electronic books ; Electronic books ; local
    Abstract: This IBM® Redbooks® publication introduces the IBM Reference Architecture for Genomics, IBM Power Systems™ edition on IBM POWER8®. It addresses topics such as why you would implement Life Sciences workloads on IBM POWER8, and shows how to use such solution to run Life Sciences workloads using IBM Platform™ Computing software to help set up the workloads. It also provides technical content to introduce the IBM POWER8 clustered solution for Life Sciences workloads. This book customizes and tests Life Sciences workloads with a combination of an IBM Platform Computing software solution stack, Open Stack, and third party applications. All of these applications use IBM POWER8, and IBM Spectrum Scale™ for a high performance file system. This book helps strengthen IBM Life Sciences solutions on IBM POWER8 with a well-defined and documented deployment model within an IBM Platform Computing and an IBM POWER8 clustered environment. This system provides clients in need of a modular, cost-effective, and robust solution with a planned foundation for future growth. This book highlights IBM POWER8 as a flexible infrastructure for clients looking to deploy life sciences workloads, and at the same time reduce capital expenditures, operational expenditures, and optimization of resources. This book helps answer clients' workload challenges in particular with Life Sciences applications, and provides expert-level documentation and how-to-skills to worldwide teams that provide Life Sciences solutions and support to give a broad understanding of a new architecture.
    Note: Number on resource description page: SG24827900. - Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 20, 2016)
    URL: https://learning.oreilly.com/library/view/-/9780738441634/?ar
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  • 28
    Online Resource
    Online Resource
    IBM PowerHA SystemMirror for AIX 7.1.3 best practices and migration guide (2015)
    Poughkeepsie, NY : IBM Corporation, International Technical Support Organization
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Edition: First edition.
    Series Statement: IBM redbooks
    Keywords: AIX (Computer file) ; Linux ; Operating systems (Computers) ; Electronic books ; Electronic books ; local
    Abstract: This IBM® Redbooks® publication positions high availability solutions for IBM Power Systems™ with IBM PowerHA® SystemMirror® Standard and Enterprise Editions (hardware, software, best practices, reference architectures, migration, and tools) with a well-defined and documented deployment model within an IBM Power Systems environment allowing customers a planned foundation for a dynamic high available infrastructure for their enterprise applications. This Redbooks publication documents topics to leverage the strengths of IBM PowerHA SystemMirror Standard and Enterprise Editions 7.1.3 for IBM Power Systems to solve customers' application high availability challenges, and maximize systems' availability, and management. This Redbooks publication focuses on providing the readers with technical information and references on the capabilities of each edition, functionalities, usability, and features that make IBM PowerHA SystemMirror a premier solution for high availability and disaster recovery for IBM Power Systems servers. This Redbooks publication helps strengthen the position of the IBM PowerHA SystemMirror solution with a well-defined and documented best practices, usability, functionality, migration and deployment model within an IBM POWER® system virtualized environment allowing customers a planned foundation for business resilient infrastructure solutions. This Redbooks publication is targeted toward technical professionals (consultants, technical support staff, IT Architects, and IT Specialists) responsible for providing high availability solutions and support with the IBM PowerHA SystemMirror on IBM POWER.
    Note: Numebr from resource description page: SG24-8234-00. - Includes bibliographical references. - Description based on online resource; title from cover (Safari, viewed February 25, 2015)
    URL: https://learning.oreilly.com/library/view/-/0738440205/?ar
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  • 29
    Online Resource
    Online Resource
    Embrace your ignorance (2015)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Consumers' preferences ; Research ; Electronic books ; Electronic books ; local
    Abstract: You may think your company is customer-focused and customer-centric. But in reality, you probably don't understands your customers needs very well -- and you're better off acknowledging that.
    Note: Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT56224/?ar
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  • 30
    Online Resource
    Online Resource
    Mastering the 'name your product category' game (2015)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Product management ; Brand name products ; Electronic books ; Electronic books ; local
    Abstract: Category labels are not the same as company brand. Brands create unique relationships between customers and your particular company. Category labels, however, are a way to identify a product's commonality with others of its type. For example, Tesla Motors markets and maintains its distinctive "Tesla" brand, but the category label the company uses to introduce its products is "electric cars." Categories, like brands, matter in ways that are subtle and profound. New industries are characterized by an early period of confusion and uncertainty about product use and meaning. The industry that we know today as "cloud computing" started decades ago under labels such as "utility computing," "time sharing," "application services provider," and "software as a service." While the category label "smartphone" is ubiquitous today, in the late 1990s, Samsung once called a product of that type a "camera phone," others called it a "PDA phone" and Nokia called it a "gaming deck." Contrary to popular opinion in the business press, the first-mover advantage of entering a new market very early can be a disadvantage. But when should companies launch a product in a nascent industry? In a nascent industry or sector, the introduction of the dominant category label marks the start point of the ideal window of opportunity for entry. Before the introduction of the dominant category label, most consumers are reluctant to commit, which often results in a difficult time period for early-entry producers, who must try to convince customers to try their products. The end point of the ideal window for entry is the introduction of a dominant product design into the market; after that, companies need to conform to customers' expectations for the product category.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT56217/?ar
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  • 31
    Online Resource
    Online Resource
    The perils of attention from headquarters (2015)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Industrial management ; Electronic books ; Electronic books ; local
    Abstract: Operations in growing markets such as China often draw substantial attention from corporate headquarters. Unfortunately, that attention does not always add value -- and can even impede performance.
    Note: Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT56205/?ar
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  • 32
    Online Resource
    Online Resource
    Adapting to the sharing economy (2015)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Consumer behavior ; Sharing ; Electronic books ; Electronic books ; local
    Abstract: How do consumers access, buy and use their favorite products and services? While individuals traditionally have seen ownership as the most desirable way, increasing numbers of consumers are paying to temporarily access or share products and services rather than buy or own them. This so-called "sharing economy" is growing rapidly, although estimates for the current size of the nascent market vary substantially. Well-known examples of successful startups built on collaborative consumption systems include Airbnb Inc. Growth in sharing systems has been particularly fueled by the Internet with its rise of social media systems, which facilitate connections between peers eager to share their possessions. The central conceit of collaborative consumption is simple: obtain value from untapped potential residing in goods that are not entirely exploited by their owners. The sharing economy might represent a serious threat to established industries. However, the authors' research suggests six ways in which companies can respond: (1) by selling use of a product rather than ownership, (2) by supporting customers in their desire to resell goods, (3) by exploiting unused resources and capacities, (4) by providing repair and maintenance services, (5) by using collaborative consumption to target new customers, and (6) by developing entirely new business models enabled by collaborative consumption.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT56218/?ar
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  • 33
    Online Resource
    Online Resource
    How effective is location-targeted mobile advertising? (2015)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Advertising ; Cell phone advertising ; Electronic books ; Electronic books ; local
    Abstract: Mobile advertising that is targeted based on a consumer's location can be effective -- particularly with customers who have a high level of interest in the type of product you're selling.
    Note: Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT56203/?ar
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  • 34
    Online Resource
    Online Resource
    Why sleep is a strategic resource (2015)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Performance ; Sleep deprivation ; Work ; Sleep ; Electronic books ; Electronic books ; local
    Abstract: Research shows that sleep deprivation has a number of consequences that can affect work performance negatively. So why do so many modern workplaces condone practices that are not conducive to healthy sleep schedules?
    Note: Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT56211/?ar
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  • 35
    Online Resource
    Online Resource
    IBM software defined infrastructure for big data analytics workloads (2015)
    Poughkeepsie, NY : IBM Corporation, International Technical Support Organization
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations.
    Edition: First edition.
    Series Statement: IBM redbooks
    Keywords: Electronic digital computers ; Workload ; Management ; Computer programs ; Business enterprises ; Computer networks ; Electronic data processing ; Distributed processing ; Management ; Data mining ; Big data ; Cloud computing ; Electronic books ; Electronic books ; local
    Abstract: This IBM® Redbooks® publication documents how IBM Platform Computing, with its IBM Platform Symphony® MapReduce framework, IBM Spectrum Scale (based Upon IBM GPFS™), IBM Platform LSF®, the Advanced Service Controller for Platform Symphony are work together as an infrastructure to manage not just Hadoop-related offerings, but many popular industry offeringsm such as Apach Spark, Storm, MongoDB, Cassandra, and so on. It describes the different ways to run Hadoop in a big data environment, and demonstrates how IBM Platform Computing solutions, such as Platform Symphony and Platform LSF with its MapReduce Accelerator, can help performance and agility to run Hadoop on distributed workload managers offered by IBM. This information is for technical professionals (consultants, technical support staff, IT architects, and IT specialists) who are responsible for delivering cost-effective cloud services and big data solutions on IBM Power Systems™ to help uncover insights among client's data so they can optimize product development and business results.
    Note: Number from resource description page: SG24-8234-00. - Description based on online resource; title from cover (Safari, viewed July 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/9780738440774/?ar
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  • 36
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    Implementation best practices for IBM DB2 BLU acceleration with SAP BW on IBM power systems (2015)
    Poughkeepsie, NY : IBM Corporation International Technical Support Organization
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations.
    Edition: First edition.
    Series Statement: IBM redbooks
    Keywords: IBM Database 2 ; Database management ; Computer programs ; Relational databases ; Management ; Software ; Business enterprises ; Data processing ; Electronic books ; Electronic books ; local
    Abstract: BLU Acceleration is a new technology that has been developed by IBM® and integrated directly into the IBM DB2® engine. BLU Acceleration is a new storage engine along with integrated run time (directly into the core DB2 engine) to support the storage and analysis of column-organized tables. The BLU Acceleration processing is parallel to the regular, row-based table processing found in the DB2 engine. This is not a bolt-on technology nor is it a separate analytic engine that sits outside of DB2. Much like when IBM added XML data as a first class object within the database along with all the storage and processing enhancements that came with XML, now IBM has added column-organized tables directly into the storage and processing engine of DB2. This IBM Redbooks® publication shows examples on an IBM Power Systems™ entry server as a starter configuration for small organizations, and build larger configurations with IBM Power Systems larger servers. This publication takes you through how to build a BLU Acceleration solution on IBM POWER® having SAP Landscape integrated to it. This publication implements SAP NetWeaver Business Warehouse Systems as part of the scenario using another DB2 Feature called Near-Line Storage (NLS), on IBM POWER virtualization features to develop and document best recommendation scenarios. This publication is targeted towards technical professionals (DBAs, data architects, consultants, technical support staff, and IT specialists) responsible for delivering cost-effective data management solutions to provide the best system configuration for their clients' data analytics on Power Systems.
    Note: Number on resource description page: SG24825800. - Includes bibliographical references. - Description based on online resource; title from cover (Safari, viewed June 11, 2015)
    URL: https://learning.oreilly.com/library/view/-/9780738440675/?ar
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  • 37
    Online Resource
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    IBM platform computing solutions for high performance and technical computing workloads (2015)
    Poughkeepsie, NY : IBM Corporation, International Technical Support Organization
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations.
    Edition: First edition.
    Series Statement: IBM redbooks
    Keywords: Cloud computing ; Computer architecture ; Big data ; Computing platforms ; Electronic books ; Electronic books ; local
    Abstract: This IBM® Redbooks® publication is a refresh of IBM Technical Computing Clouds, SG24-8144, Enhance Inbound and Outbound Marketing with a Trusted Single View of the Customer, SG24-8173, and IBM Platform Computing Integration Solutions, SG24-8081, with a focus on High Performance and Technical Computing on IBM Power Systems™. This book describes synergies across the IBM product portfolio by using case scenarios and showing solutions such as IBM Spectrum™ Scale (formerly GPFS™). This book also reflects and documents the IBM Platform Computing Cloud Services as part of IBM Platform Symphony® for analytics workloads and IBM Platform LSF® (with new features, such as a Hadoop connector, a MapReduce accelerator, and dynamic cluster) for job scheduling. Both products are used to help customers schedule and analyze large amounts of data for business productivity and competitive advantages. This book is targeted at technical professionals (consultants, technical support staff, IT Architects, and IT Specialists) that are responsible for delivering cost-effective cloud services and big data solutions on IBM Power Systems to uncover insights among client data so that they can take actions to optimize business results, product development, and scientific discoveries.
    Note: Number on resource description page: SG24826400
    URL: https://learning.oreilly.com/library/view/-/9780738440750/?ar
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  • 38
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    Implementing an IBM Infosphere BigInsights Cluster using Linux on Power (2015)
    Poughkeepsie, NY : IBM Corporation, International Technical Support Organization
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations.
    Series Statement: IBM redbooks
    Keywords: Linux ; Apache Hadoop ; Big data ; Electronic books ; Electronic books ; local
    Abstract: This IBM® Redbooks® publication demonstrates and documents how to implement and manage an IBM PowerLinux™ cluster for big data focusing on hardware management, operating systems provisioning, application provisioning, cluster readiness check, hardware, operating system, IBM InfoSphere® BigInsights™, IBM Platform Symphony®, IBM Spectrum™ Scale (formerly IBM GPFS™), applications monitoring, and performance tuning. This publication shows that IBM PowerLinux clustering solutions (hardware and software) deliver significant value to clients that need cost-effective, highly scalable, and robust solutions for big data and analytics workloads. This book documents and addresses topics on how to use IBM Platform Cluster Manager to manage PowerLinux BigData data clusters through IBM InfoSphere BigInsights, Spectrum Scale, and Platform Symphony. This book documents how to set up and manage a big data cluster on PowerLinux servers to customize application and programming solutions, and to tune applications to use IBM hardware architectures. This document uses the architectural technologies and the software solutions that are available from IBM to help solve challenging technical and business problems. This book is targeted at technical professionals (consultants, technical support staff, IT Architects, and IT Specialists) that are responsible for delivering cost-effective Linux on IBM Power Systems™ solutions that help uncover insights among client's data so they can act to optimize business results, product development, and scientific discoveries.
    Note: Number on resource description page: SG24824800. - Description based on online resource; title from cover (Safari, viewed July 29, 2015)
    URL: https://learning.oreilly.com/library/view/-/9780738440743/?ar
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    IBM software defined environment (2015)
    Poughkeepsie, NY : IBM Corporation, International Technical Support Organization
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations.
    Edition: First edition.
    Series Statement: IBM redbooks
    Keywords: Computer architecture ; Electronic books ; Electronic books ; local
    Abstract: This IBM® Redbooks® publication introduces the IBM Software Defined Environment (SDE) solution, which helps to optimize the entire computing infrastructure--compute, storage, and network resources--so that it can adapt to the type of work required. In today's environment, resources are assigned manually to workloads, but that happens automatically in a SDE. In an SDE, workloads are dynamically assigned to IT resources based on application characteristics, best-available resources, and service level policies so that they deliver continuous, dynamic optimization and reconfiguration to address infrastructure issues. Underlying all of this are policy-based compliance checks and updates in a centrally managed environment. Readers get a broad introduction to the new architecture. Think integration, automation, and optimization. Those are enablers of cloud delivery and analytics. SDE can accelerate business success by matching workloads and resources so that you have a responsive, adaptive environment. With the IBM Software Defined Environment, infrastructure is fully programmable to rapidly deploy workloads on optimal resources and to instantly respond to changing business demands. This information is intended for IBM sales representatives, IBM software architects, IBM Systems Technology Group brand specialists, distributors, resellers, and anyone who is developing or implementing SDE.
    Note: Number on resource description page: SG24823800. - Includes bibliographical references. - Description based on online resource; title from cover (Safari, viewed August 26, 2015)
    URL: https://learning.oreilly.com/library/view/-/9780738440446/?ar
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    IBM Spectrum Scale (formerly GPFS) (2015)
    Poughkeepsie, NY : IBM Corp., International Technical Support Organization
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations.
    Edition: First edition.
    Series Statement: IBM redbooks
    Keywords: Database management ; Software ; Information retrieval ; Software ; Electronic books ; Electronic books ; local
    Abstract: This IBM® Redbooks® publication updates and complements the previous publication: Implementing the IBM General Parallel File System in a Cross Platform Environment, SG24-7844, with additional updates since the previous publication version was released with IBM General Parallel File System (GPFS™). Since then, two releases have been made available up to the latest version of IBM Spectrum™ Scale 4.1. Topics such as what is new in Spectrum Scale, Spectrum Scale licensing updates (Express/Standard/Advanced), Spectrum Scale infrastructure support/updates, storage support (IBM and OEM), operating system and platform support, Spectrum Scale global sharing - Active File Management (AFM), and considerations for the integration of Spectrum Scale in IBM Tivoli® Storage Manager (Spectrum Protect) backup solutions are discussed in this new IBM Redbooks publication. This publication provides additional topics such as planning, usability, best practices, monitoring, problem determination, and so on. The main concept for this publication is to bring you up to date with the latest features and capabilities of IBM Spectrum Scale as the solution has become a key component of the reference architecture for clouds, analytics, mobile, social media, and much more. This publication targets technical professionals (consultants, technical support staff, IT Architects, and IT Specialists) responsible for delivering cost effective cloud services and big data solutions on IBM Power Systems™ helping to uncover insights among clients' data so they can take actions to optimize business results, product development, and scientific discoveries.
    Note: Number on resource description page: SG24825400. - Description based on online resource; title from cover (Safari, viewed June 9, 2015)
    URL: https://learning.oreilly.com/library/view/-/9780738440736/?ar
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    What unhappy customers want (2014)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Consumer satisfaction ; Evaluation ; Electronic books ; Electronic books ; local
    Abstract: Although companies have invested heavily in technology and other resources to provide better customer service, many businesses are finding that being able to create satisfied and loyal customers is more difficult today. Hurdles include a daunting rise in customer expectations; challenges posed by the Internet, social media and online word of mouth; and poor execution of upgraded corporate complaint-handling policies. Since the 1970s, the authors have conducted six customer satisfaction surveys patterned after a baseline survey by the U.S. Office of Consumer Affairs. Their latest survey found that: • The explosion of online social networking and other communication tools has raised the stakes in the area of customer satisfaction. • The intensity of negative reactions seems to be increasing. • In addressing complaints, companies are failing in their efforts to create one-stop services with technology and people dedicated to resolving customer problems. So, what can companies do to improve the level of customer satisfaction? The authors identify five areas of focus. 1. Encourage unhappy customers to complain, but be prepared to resolve the complaints. Today' unhappy customers expect businesses to handle customer service flawlessly (even if it is outsourced to a third party). 2. Understand what results your investments in customer service will produce. Since the 1970s, companies have invested billions of dollars in upgraded corporate complaint-handling practices. Only 20% of recent complainants were "completely satisfied" with the results of their complaint (compared to 23% in 1976). 3. Recognize that technology has limits - and that some customers want to interact directly with a person. Only 6% of today's complainants consider the Internet their primary channel for complaining. The authors say that online communication channels might be utilized more effectively to steer customers to live complaint handlers rather than pursuing totally automated solutions. 4. Be aware that customers may be even more influenced by positive online word of mouth than by negative word of mouth. By a margin of 46% to 19%, prospective buyers cited positive posts more often than negative comments as being most influential on their future purchases. 5. For most customers, customer dissatisfaction is about more than money. Only 26% of survey respondents wanted financial compensation for their lost time, inconvenience or injury. Many more people seek nonmonetary remedies...
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT55313/?ar
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    Should you outsource analytics? (2014)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Quantitative research ; Contracting out ; Electronic books ; Electronic books ; local
    Abstract: The surge of interest in big data has led to growing demand for analytics teams. Assembling such teams, however, is difficult. For one thing, many companies lack the in-house knowledge and experience needed to put together a world-class analytics team. What's more, the labor market for analytics professionals has grown increasingly tight. The shortage of analysts - particularly those capable of developing and leading world-class teams that can enable a company to create a competitive advantage from its data and analytics - is driving organizations to consider outsourcing their analytics activities. Analytics is the latest in a string of activities companies are outsourcing to business process organizations (BPOs). It draws heavily on mathematics and statistics knowledge, and many analytics-oriented BPOs have operations in India. Although some companies have world-class analytics capabilities in-house, the authors posed the question: Can an analytically naïve company "buy" world-class analytics functions by hiring outside experts? The authors studied both four multinational companies that used one or more offshore analytics BPOs and four analytics BPOs. Two of the client companies had skills that were judged to be "analytically superior"; the other two were judged to be "analytically challenged." The analytically challenged companies saw analytics BPOs as a way to obtain the resources and training needed to manage and execute their analytics and to gain quick access to important insights. By contrast, the analytically superior companies wanted to expand their internal analytic capabilities, in part because they wanted to preserve their ability to develop and protect intellectual property; they tended to use offshore BPOs to perform low-level analytics. According to the authors, the best analytics BPOs have core competencies that go beyond what most companies can perform on their own with internal teams. They advise companies working with analytics BPOs to be clear about who does what, who owns what, how each party can use the information it has and what happens to the information and knowledge in the event that the BPO is acquired.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT55216/?ar
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    Rewriting the playbook for corporate partnerships (2014)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Business networks ; Partnership ; Business planning ; Electronic books ; Electronic books ; local
    Abstract: Today's business environment is unforgiving of companies that are slow to adapt. To extend their capabilities and facilitate change, many organizations have experimented with different types of strategic partnerships with suppliers and customers that help them design and deliver products and services efficiently. But some innovative companies are attempting to redefine the parameters of strategic partnerships through multileveled relationships with customers and suppliers that leverage the resources and capabilities of the respective parties. What makes such partnerships - which the author calls adaptive strategic partnerships - counterintuitive is that they are being used in situations where the two most relevant streams of organizational economics would argue for vertical integration. One company that has pursued adaptive strategic partnerships is Bharti Airtel Ltd., the Indian telecommunications services company. Back in 2004, Bharti Airtel's managers found that negotiating and updating contracts with vendors interfered with their ability to focus on satisfying the company's customers and outsmarting its competition. Contrary to what other telecom operators have done, it negotiated unconventional relationships with some of its leading vendors, including Nokia Siemens Networks (now Nokia Solutions and Networks), Ericsson and IBM. Instead of expanding network infrastructure by purchasing increasing amounts of equipment (such as exchanges and cellular antennas), which often results in unused capacity, Bharti Airtel pays the vendors to operate the network; it compensates them based on telecom volume, paying only when equipment is in use. In addition to rethinking its approach to network capacity, vendors take responsibility for network performance and troubleshooting. Typically, companies with outside partners rely on simple tools such as service-level agreements, which specify what is expected from each party and provide for performance standards to assess compliance. But in managing its partnerships with vendors, Bharti Airtel uses a joint governing structure that encourages people at different levels of the organizations to communicate and address problems as they arise (for example, restoring service after a severe storm). In some cases, such interactions have led the company and its partners to redraw the scope of their collaborations (for example, assign responsibility for building and maintaining the cell towers to a new company), ...
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT55221/?ar
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    IBM platform computing solutions reference architectures and best practices (2014)
    Poughkeepsie, NY : IBM Corp., International Technical Support Organization
    Details
    Language: English
    Pages: 1 online resource (1 v.) , ill.
    Edition: 1st ed.
    Series Statement: IBM redbooks
    Keywords: Computing platforms ; High performance computing ; Software architecture ; Electronic books ; Electronic books ; local
    Abstract: This IBM® Redbooks® publication demonstrates and documents that the combination of IBM System x®, IBM GPFS™, IBM GPFS-FPO, IBM Platform Symphony®, IBM Platform HPC, IBM Platform LSF®, IBM Platform Cluster Manager Standard Edition, and IBM Platform Cluster Manager Advanced Edition deliver significant value to clients in need of cost-effective, highly scalable, and robust solutions. IBM depth of solutions can help the clients plan a foundation to face challenges in how to manage, maintain, enhance, and provision computing environments to, for example, analyze the growing volumes of data within their organizations. This IBM Redbooks publication addresses topics to educate, reiterate, confirm, and strengthen the widely held opinion of IBM Platform Computing as the systems software platform of choice within an IBM System x environment for deploying and managing environments that help clients solve challenging technical and business problems. This IBM Redbooks publication addresses topics to that help answer customer's complex challenge requirements to manage, maintain, and analyze the growing volumes of data within their organizations and provide expert-level documentation to transfer the how-to-skills to the worldwide support teams. This IBM Redbooks publication is targeted toward technical professionals (consultants, technical support staff, IT Architects, and IT Specialists) who are responsible for delivering cost-effective computing solutions that help optimize business results, product development, and scientific discoveries.
    Note: Number on resource description page: SG24-8169-00. - Description based on online resource, title from cover page (Safari, viewed August 6, 2014)
    URL: https://learning.oreilly.com/library/view/-/0738439479/?ar
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    Strategic decisions for multisided platforms (2014)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Multi-sided platform businesses ; Business enterprises ; Technological innovations ; Electronic books ; Electronic books ; local
    Abstract: Multisided platforms (MSPs) are technologies, products or services that create value primarily by enabling direct interactions between two or more customer or participant groups. Prominent examples of MSPs and the participants they connect include eBay (buyers and sellers), Airbnb (dwelling owners and renters), the Uber app (professional drivers and users), Facebook (users, advertisers, third-party game or content developers and affiliated third-party sites), and Ticketmaster (event venues and consumers). As these examples illustrate, MSPs include some of the largest and fastest-growing businesses of the past decade. Why? Successful MSPs create enormous value by reducing search costs or transaction costs (or both) for participants. As a result, MSPs often occupy privileged positions in their respective industries; most other industry participants revolve around and depend on MSPs in important ways. This article begins with a description of how MSPs work and why they can erect such high barriers to entry for new participants. It then offers an analysis of four fundamental strategic decisions and associated trade-offs that set MSPs apart from other types of businesses and that every MSP entrepreneur and investor should carefully consider. These challenges are as follows: •the number of sides to bring on (deciding whether to bring on two or more); •design (ensuring the interests of the different platform sides are not in conflict with each other or the MSP); • pricing structures (determining which platform side or sides should be charged more, based on the groups' relative value from interacting with each other); and • governance rules (regulating the participation and activities undertaken by the various platform sides to ensure a high level of quality, or outsourcing that function to users through ratings systems). After examining the factors that drive each of these decisions and using real-world case examples, the author presents general principles that apply to both startups and incumbent MSPs.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT55225/?ar
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    What to expect from corporate lean programs (2014)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Lean manufacturing ; Electronic books ; Electronic books ; local
    Abstract: Corporate "lean" programs, often modeled after the Toyota Production System, can be powerful instruments for improving the performance of manufacturing plants. They help to emphasize parts of the production process that add the most value and eliminate those that don't. However, misplaced expectations can make implementation difficult and reduce the benefits. The authors argue that if managers better understood the rates at which lean programs produce improvements, then implementations would go more smoothly. Typically, the goal of a production system is to provide a clear and stable structure and a road map for instilling a culture of continuous improvement throughout a company's production network. But, as the authors point out, every plant is different, and different plants are likely to face different sets of competitive and market conditions. For the growing number of multinational manufacturers that have introduced or are considering lean production systems, the issue is not whether the programs are useful but how to manage their implementation. The authors studied the implementation of the Volvo Group's production system. (The company, a leading maker of trucks and other heavy vehicles, sold its car-manufacturing unit in 1999.) Volvo Group introduced the Volvo Production System in 2007, and since then, it has been implementing it in its factories around the world. The authors examined the five-year history of the Volvo Production System, visited 44 of Volvo's 67 plants and interviewed 200 managers. The authors found that there were four distinct stages of change in the rate of performance improvement and that there was a strong relationship between a plant's maturity in a production system implementation and its performance; progress roughly followed the shape of an S-curve. The pattern implies that a plant's rate of improvement changes in the shape of a bell curve as the plant becomes more mature in implementing the production system. Performance improves slowly at first, and then at an increasing rate before the improvement rate gradually decreases. To measure the performance of the plants, the authors focused on nonfinancial metrics related to the quality, cost, delivery and safety of the plant's output. They obtained this data from the company's documents and during plant visits and interviews. They then used statistical methods to find patterns. Volvo's assessment process provides a structure and a standard by which loca...
    Note: "Operations"--Cover. - Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT55406/?ar
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    IBM PowerHA SystemMirror for AIX cookbook (2014)
    Poughkeepsie, NY : IBM Corp., International Technical Support Organization
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations.
    Edition: Second edition.
    Series Statement: IBM redbooks
    Keywords: AIX (Computer file) ; Multiprocessors ; Operating systems (Computers) ; Fault-tolerant computing ; Electronic books ; Electronic books ; local
    Abstract: This IBM® Redbooks® publication can help you install, tailor, and configure the new IBM PowerHA® Version 7.1.3, and understand new and improved features such as migrations, cluster administration, and advanced topics like configuring in a virtualized environment including workload partitions (WPARs). With this book, you can gain a broad understanding of the IBM PowerHA SystemMirror® architecture. If you plan to install, migrate, or administer a high availability cluster, this book is right for you. This book can help IBM AIX® professionals who seek a comprehensive and task-oriented guide for developing the knowledge and skills required for PowerHA cluster design, implementation, and daily system administration. It provides a combination of theory and practical experience. This book is targeted toward technical professionals (consultants, technical support staff, IT architects, and IT specialists) who are responsible for providing high availability solutions and support with the IBM PowerHA SystemMirror Standard on IBM POWER® systems.
    Note: Number on resource descrition page: SG24-7739-01. - Includes bibliographical references. - Description based on online resource; title from cover (Safari, viewed November 17, 2014)
    URL: https://learning.oreilly.com/library/view/-/0738440019/?ar
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    Guide to IBM PowerHA SystemMirror for AIX version 7.1.3 (2014)
    Poughkeepsie, NY : IBM Corp., International Technical Support Organization
    Details
    Language: English
    Pages: 1 online resource (1 v.) , ill.
    Edition: 1st ed.
    Series Statement: IBM redbooks
    Keywords: AIX (Computer file) ; Multiprocessors ; Operating systems (Computers) ; Fault-tolerant computing ; Electronic books ; Electronic books ; local
    Abstract: This IBM® Redbooks® publication for IBM Power Systems™ with IBM PowerHA® SystemMirror® Standard and Enterprise Editions (hardware, software, practices, reference architectures, and tools) documents a well-defined deployment model within an IBM Power Systems environment. It guides you through a planned foundation for a dynamic infrastructure for your enterprise applications. This information is for technical consultants, technical support staff, IT architects, and IT specialists who are responsible for providing high availability and support for the IBM PowerHA SystemMirror Standard and Enterprise Editions on IBM POWER® systems.
    Note: Number on resource descrition page: SG24-8167-00. - Includes bibligraphical references. - Description based on online resource; title from cover (Safari, viewed Oct. 29, 2014)
    URL: https://learning.oreilly.com/library/view/-/0738439819/?ar
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    IBM high performance computing cluster health check (2014)
    Poughkeepsie, NY : IBM Corp., International Technical Support Organization
    Details
    Language: English
    Pages: 1 online resource (1 v.) , ill.
    Edition: 1st ed.
    Series Statement: IBM redbooks
    Keywords: IBM computers ; High performance computing ; Data recovery (Computer science) ; Electronic books ; Electronic books ; local
    Abstract: This IBM® Redbooks® publication provides information about aspects of performing infrastructure health checks, such as checking the configuration and verifying the functionality of the common subsystems (nodes or servers, switch fabric, parallel file system, job management, problem areas, and so on). This IBM Redbooks publication documents how to monitor the overall health check of the cluster infrastructure, to deliver technical computing clients cost-effective, highly scalable, and robust solutions. This IBM Redbooks publication is targeted toward technical professionals (consultants, technical support staff, IT Architects, and IT Specialists) responsible for delivering cost-effective Technical Computing and IBM High Performance Computing (HPC) solutions to optimize business results, product development, and scientific discoveries. This book provides a broad understanding of a new architecture.
    Note: Number on resource description page: SG24-8168-00. - Includes bibliographical references. - Description based on online resource; title from title page (Safari, viewed Mar. 06, 2014)
    URL: https://learning.oreilly.com/library/view/-/073843924X/?ar
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  • 50
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    What it takes to reshore manufacturing successfully (2014)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Industrial location ; United States ; Industrialists ; United States ; Regional planning ; United States ; Electronic books ; Electronic books ; local
    Abstract: Rising labor costs in China and other emerging economies, high supply chain and logistics costs, and wide differentials in energy costs in different parts of the world are provoking a fresh round of relocation of manufacturing and production. While some labor-intensive jobs are moving out of China to Southeast Asia or the next emerging low-cost regions, some manufacturing work is also returning to the United States. Wal-Mart is facilitating reshoring efforts among its suppliers, and consultants are offering reshoring conferences, reports and lots of advice. While the data on comparative labor and factor costs may be compelling, reshoring - bringing assembly work back from abroad - is hard work, notes author Willy C. Shih. This is especially true when needed resources (the supplier base, the workforce and even the company's own internal product design capabilities) have atrophied. Shih studied several initiatives aimed at rebuilding regional capacity in the United States (including at GE's Appliance Park in Kentucky and two Flextronics International plants in Texas) and other examples in Europe and Asia to identify lessons about what works. The benefits were no surprise. Placing manufacturing close to the market minimizes inventory in the pipeline, reduces delivery times and shortens ordering cycles. The challenges were less apparent: the need to stabilize the workforce, address skill gaps, rethink the capital/labor ratio, localize the supply base and rethink product design to leverage the proximity to manufacturing. In many ways, Shih writes, the challenges of reshoring to the United States are the challenges of reshoring in any market in the world. Managers must design supply chains for the production of goods that balance proximity to diverse markets with the locations of their capabilities and their supply ecosystems. Doing that well, Shih argues, will always be a source of competitive advantage.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT56113/?ar
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    Bringing fun and creativity to work (2014)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Employee motivation ; Creative ability in business ; Electronic books ; Electronic books ; local
    Abstract: How do you inspire employees to become more motivated and perform better? By challenging them to test their creativity and collaboration skills through a team-based contest.
    Note: Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT56102/?ar
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    The dandelion principle : redesigning work for the innovation economy (2014)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Technological innovations ; Management ; Creative ability in business ; Electronic books ; Electronic books ; local
    Abstract: In May 2013, software giant SAP announced plans to hire hundreds of people diagnosed with autism, with a target of having people with autism represent 1% of the company's work force by 2020. The Merriam-Webster dictionary defines autism as a developmental disorder associated with "impairment of the ability to communicate with others" and "preoccupation with repetitive activities of restricted focus." Companies don't typically seek out these characteristics in new hires. But SAP took a different perspective. "We share a common belief that innovation comes from the 'edges,'" one SAP executive stated in the company's press release. "Only by employing people who think differently and spark innovation will SAP be prepared to handle the challenges of the 21st century." More specifically, the company had discovered that some people with autism have abilities that are extremely well-suited to performing some vital information technology tasks. SAP's move embodies an emerging management principle - the authors Robert D. Austin and Thorkil Sonne call it "the dandelion principle" - and offers an alternative way of thinking about human resources management. In some ways, the "dandelion principle" turns some of the basic tenets about how to recruit and manage people inside out. The authors use the dandelion as metaphor because, they note, dandelions are actually nutritious - but are seen as weeds in the context of a green lawn that demands uniformity. The industrial economy, the authors argue, required uniformity in operations. In the industrial economy, companies could often win by operating more efficiently than rivals. Today, that's no longer enough. Faced with lower-cost competition from developing countries, established companies also need to innovate, to offer products that are better than what's available from competitors. But innovation, the authors observe, calls for organizational capabilities different than efficiency. Efficiency requires getting people and machines to mesh more smoothly; the emphasis is on parts fitting in and reducing variation around averages. Innovation, by contrast, involves finding new and better ideas and using new processes. Managing innovation is less about averages and more about understanding outliers. The emphasis is on increasing interesting variation, then identifying value in some of the variants. In an innovation-oriented economy, the authors contend, companies may benefit from accommodating employees wit...
    Note: "Leading your team"--Cover. - Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT55407/?ar
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    The problem with online ratings (2014)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Decision making ; Electronic discussion groups ; Electronic books ; Electronic books ; local
    Abstract: In the digital age, we are inundated with other people's opinions. We browse books on Amazon with awareness of how other customers liked (or disliked) a particular tome. On Expedia, we compare hotels based on user ratings. On YouTube, we can check out a video's thumbs-up/thumbs-down score to help determine if it's worth our time. For the most part, consumers have faith in online ratings and view them as trustworthy. But, the author argues, this trust may be misplaced. The heart of the problem lies with our herd instincts - natural human impulses characterized by a lack of individual decision making - that cause us to think and act in the same way as other people around us. When it comes to online ratings, our herd instincts combine with our susceptibility to positive "social influence." When we see that other people have appreciated a certain book, enjoyed a hotel or restaurant or liked a particular doctor, this can cause us to feel the same positive feelings and to provide a similarly high online rating. The author describes an experiment that he and two colleagues conducted on a social news-aggregation website. On the site, users rate news articles and comments by voting them up or down based on how much they enjoyed them. The researchers randomly manipulated the scores of comments with a single up or down vote and then measured the impact of these small manipulations on subsequent scores. The results were striking. The positive manipulations created a positive social influence bias that persisted over five months and that ultimately increased the comments' final ratings by 25%. Negatively manipulated scores, meanwhile, were offset by a correction effect that neutralized the manipulation: Although viewers of negatively manipulated comments were more likely to vote negative (evidence of negative herding), they were even more likely to positively "correct" what they saw as an undeserved negative score. This social-influence bias snowballs into disproportionately high scores, creating a tendency toward positive ratings bubbles. Positively manipulated scores were 30% more likely than control comments (the comments that the researchers did not manipulate) to reach or exceed a score of 10. A positive vote didn't just affect the mean of the ratings distribution; it pushed the upper tail of the distribution out as well, meaning a single positive vote at the beginning could propel comments to ratings stardom.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT55224/?ar
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    Raising the bar with analytics (2014)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Quantitative research ; Industrial management ; Electronic books ; Electronic books ; local
    Abstract: A majority of managers see the importance of increasing the use of analytics in decision making, according to a recent survey of 2,037 managers conducted by MIT Sloan Management Review, in partnership with SAS Institute. More than half of this year's survey respondents strongly agree that their organization needs to step up the use of analytics to make better business decisions - and that percentage rises to 87% if respondents who agree "somewhat" are included. This finding - that a majority of survey respondents agree strongly about the need to step up analytics use - holds true across a range of industries. Several forces, the authors argue, are helping spur managers' interest in analytics, including increased market complexity (for example, omnichannel retailing that encompasses both digital and brick-and-mortar channels) and the availability of better analytics tools and data. The authors report that some companies are sharing their data and analytics with business partners in order to meet strategic business objectives. For example, WellPoint, a U.S. health insurer based in Indianapolis, Indiana, is using analytics to help forge a payment model with physicians that rewards providers when they reduce overall health-care costs and enhance quality and health outcomes. Specifically, WellPoint is converting administrative claims and authorization data into useful information about populations of patients and sharing that information with physicians and their care teams. The survey data suggests that companies for which analytics has improved the ability to innovate are more likely to share data with partners and suppliers. Half of this year's survey respondents somewhat or strongly agree that analytics is helping their organization innovate - and 16% believe that strongly. Those survey respondents who strongly agree that analytics is helping their organization innovate are much more likely to say they collaborate with partners and suppliers through the use of analytics than respondents who don't think that analytics is helping their company innovate. The authors conclude that as companies use analytics to improve their ability to innovate, they also tend to collaborate more through their use of analytics: Analytics becomes an important medium through which organizations interact with both internal and external stakeholders. Thus, organizations that innovate thanks to analytics don't merely increase their use of analytics in decision ma...
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT55217/?ar
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    The upside to large competitors (2014)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Marketing ; Competition ; Commerce ; Electronic books ; Electronic books ; local
    Abstract: New research suggests that a smaller company can benefit by making consumers aware that it competes against bigger corporations.
    Note: Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT56118/?ar
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    Why managers still matter (2014)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Performance ; Management ; Executives ; Electronic books ; Electronic books ; local
    Abstract: The Industrial Revolution brought the decline of small-scale, cottage production and the rise of large, integrated businesses; Adam Smith's invisible hand was replaced with what business historian Alfred D. Chandler Jr., called the "visible hand" of management. But now that pendulum appears to be swinging the other way - to a system of loose networks, virtual businesses and peer-to-peer interactions. A supposed hallmark of the new economy has been the decline of managerial authority. Management gurus, consultants and pundits have proclaimed that hierarchy is out. Modern organizations such as online retailer Zappos have come to favor flat hierarchies with widely distributed authority. And yet, given the demands of the current environment, authors Nicholai J. Foss and Peter G. Klein argue that managerial authority is still essential in situations where (1) decisions are time-sensitive; (2) key knowledge is concentrated within the management team; and (3) there is need for internal coordination. Such conditions, they observe, are also hallmarks of our networked, knowledge-intensive and hypercompetitive economy. While it is true that many knowledge workers no longer need a boss to direct them to tasks or monitor their day-to-day progress, the authors contend that the role of managers and the definition of "authority" needs to change. Managers need to move away from specifying methods and processes in favor of defining the principles they want people to apply or the goals they want people to meet. In other words, the main task for top management is to define and implement the organizational rules of the game. To be sure, procedures for defining rules and frameworks can themselves be delegated and nested. Indeed, when a company's key assets are knowledge workers whose skills and behaviors are difficult to assess objectively, companies will need to increasingly rely on more subjective assessments of performance, which must be carried out by managers.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT56110/?ar
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    When customers help set prices (2014)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Pricing ; Consumer goods ; Customer relations ; Electronic books ; Electronic books ; local
    Abstract: For most companies, pricing has always been a sensitive, private affair. This article is directed at managers who seek to profit from product differentiation and take maximum advantage of their ability to stand out. Instead of leaving good money on the table and struggling to convert product differentiation into revenue, the authors argue, companies should consider enlisting the pricing help of their customers. Outsourcing pricing isn't an all-or-nothing proposition. Managers can select pricing models ranging from complete oversight to complete delegation. Citing examples from companies including Google, Uber, Orbitz, Volkswagen, Coca-Cola and Humble Bundle, the article integrates classic views on pricing with the latest research and practice to develop a simple framework to help managers decide how much pricing control they should retain and how much they should relinquish to customers. For most businesses, the default approach is having a single fixed price and selling to anyone willing to pay that amount. However, authors Marco Bertini and Oded Koenigsberg argue that this is economically inefficient: Those prepared to pay more in effect receive a discount; those willing to pay less (but an amount that's still profitable) are turned away. For companies interested in interactive approaches to pricing, the authors discuss three collaborative models: auctions, name-your-own-price auctions and negotiations. In the authors' view, asking customers to weigh in on price can have benefits that go beyond promoting greater efficiency. It can promote customer engagement, provide opportunities for customization, allow managers to signal information about their company or product and open up opportunities for increasing market share.
    Note: "Marketing"--Cover. - Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT55419/?ar
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    Finding the right corporate legal strategy (2014)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Corporation law ; Corporate governance ; Law and legislation ; Electronic books ; Electronic books ; local
    Abstract: Companies have increasingly recognized that legal capabilities are crucial for ongoing corporate success, and they understand the importance of working with legal counsel. All too often, though, senior executives still view the law as a constraint on managerial decisions, primarily perceiving it as an issue of cost and compliance. But this limited perspective of the law does not explain how some leading companies, such as Qualcomm and the Walt Disney Co., have managed to deploy their legal departments to shape the legal environment in order to secure long-term competitive advantage. In their research, the authors have developed a framework that can help executives identify the different ways in which legal strategies can be used to achieve various corporate goals, including the identification of value-creating opportunities. The framework consists of five different legal pathways, which the authors describe using examples such as Qualcomm, Microsoft, United Parcel Service and Xerox. In order of least to greatest strategic impact, the five legal pathways are (1) avoidance, (2) compliance, (3) prevention, (4) value and (5) transformation. In the avoidance pathway, managers see the law as an obstacle to their desired business goals. Companies operating in the avoidance pathway will often have lax internal controls or a failure to perform due diligence, and this approach can lead to disaster. Companies in the compliance pathway recognize that the law is an unwelcome but mandatory constraint, and they think of compliance basically as a cost that needs to be minimized. For businesses in the prevention pathway, managers take a more proactive approach, using the law to preempt future business-related risks. The value pathway represents a fundamental shift in mind-set, from risk management to value creation; managers use the law to craft strategies that increase ROI in ways that can be directly tied to a profit-and-loss statement. For companies in the transformation pathway, executives have integrated their legal strategy not only within the organization's various value-chain activities but also with the value chains of important external partners. Finding the right legal pathway for a particular company requires more than just a consideration of the overall business model. Other key factors include managers' attitudes toward the law and their level of legal knowledge, the sophistication of legal counsel and, in particular, the legal department's abil...
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT56108/?ar
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    Stories that deliver business insights (2014)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Consumers ; Research ; Ethnology ; Marketing research ; Electronic books ; Electronic books ; local
    Abstract: Ethnography has often been portrayed as a "fly on the wall" technique, with anthropologists lurking in people's homes to observe consumers' unadulterated lives. The authors argue that this description does not do justice to the way ethnography actually works in the corporate world or to ethnography's increasingly important role in formulating business strategy. The authors' research across a variety of companies suggests that ethnography - artful in situ investigation into what customers do and feel and how they talk about what they do and feel - is a powerful tool to use to gain insights into your market. To arrive at a more in-depth understanding of how corporations use ethnography to their advantage, the authors conducted interviews with executives in various industries worldwide, including Ford and Wells Fargo. Where data analytics and surveys provide flattened snapshots, ethnography contributes an empathic understanding of how consumers live, work and play through gritty and detailed descriptions. Whether conveyed in video format, presentations or reports, these stories describe how people confront and surmount the hurdles they encounter in meeting their responsibilities and fulfilling their hopes in our globalized consumer culture. By delving into the richness of people's life stories, ethnographic research can pivot companies away from less meaningful segmentation parameters, such as demographics or purchase history, and toward those that drive behavior, such as purpose and intent. Quantitative techniques such as factor analysis can subsequently be applied to locate and size market segments. Consistent with the idea that ethnography helps organizations deal more effectively with market complexities, the executives the authors interviewed often talked about ethnography as having helped them sort out puzzling data. While these discussions call into dispute the perception that ethnography is merely an exploratory technique, they also underline the point that ethnographic stories often provide insight into consumer behavior that is hard to come by in other ways.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT55223/?ar
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    How strategic is your board? (2014)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Boards of directors ; Management ; Strategic planning ; Electronic books ; Electronic books ; local
    Abstract: In a world where business models are evolving rapidly and new competitors can emerge almost overnight, strategic thinking - especially at the top of the company - is more important than ever to a company's survival. However, the authors argue, boards of directors have no clear model to follow when it comes to developing the strategic role that is best suited to the company they oversee. As with other leadership roles, the one played by the board varies with the company's culture and the norms and legal requirements of its home country, as well as the norms of the industry. More importantly, the board must play a role that matches the strategic needs of the company and the state of its sector. The board of a young company, for example, usually needs to wrestle with different strategic issues than the board of a long-established company. In the authors' view, three dimensions shape the board's contributions to strategy: 1. A Definition of Strategy Companies define strategy in different ways, depending on their place in their industry and the nature of their industry. Often boards go wrong simply because they have not defined the right measures of competition or the right challenges on which to focus. 2. The Role of the Board The board's role in strategy may range from that of advisers who supervise the strategy to full coauthors of the company's game plan. 3. The Context of the Company The board's involvement in strategy also depends on the context or environment in which the company competes. If the company operates in a market that has a fairly simple and stable competitive dynamic, the board may be well advised to remain distant and largely hands-off on strategy questions. In a more chaotic context, however, a board may choose to take a stronger, hands-on approach to strategy development. These three variables, and the interaction among them, make determining a board's responsibilities for strategy a complex decision. However, the authors suggest, analyzing the three variables in detail can help clarify how a given board can best contribute to a company's strategy.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT56112/?ar
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    Getting value from your data scientists (2014)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Personnel management ; Database industry ; Electronic data processing personnel ; Database management ; Electronic books ; Electronic books ; local
    Abstract: Simply hiring expensive data scientists isn't enough. To create real business value with data scientists, top management must learn how to manage them effectively.
    Note: Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT56119/?ar
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  • 62
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    The opportunity paradox (2014)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Opportunism (Psychology) ; Business ; Electronic books ; Electronic books ; local
    Abstract: Capturing new growth opportunities is fundamental to strategy, innovation and entrepreneurship. These days, experimentation and improvisational change are in. But how should managers address the challenge? The answer, the authors argue, can be more complex and more crucial to a company's success than previously thought. Their research on mature corporations, growing businesses and new ventures suggests a paradoxical tension between focus and flexibility that can define or break a business. Based on more than 150 interviews with managers at 30 companies in North America, Europe and Asia, the authors conclude that focus is still critical and may be just as important as flexibility. What's more, they conclude that a company's focus may influence its flexibility and vice versa. There are two components to capturing a new business opportunity: opportunity selection and opportunity execution. Opportunity selection involves determining which customer problem to solve, whereas opportunity execution deals with solving the problem. The authors point out that most books, articles and thought leaders focus on opportunity execution - how to create value by developing solutions. But research suggests that innovation initiatives often move so quickly to identify a solution that the innovators have to cycle back to figure out which problem they are actually solving. The authors found that opportunity selection appears to matter as much as opportunity execution. More importantly, how managers approach opportunity selection (whether with flexibility or with focus) has a critical impact on how successful they are at opportunity execution. The authors observed that managers and entrepreneurs tend to fall into two groups: opportunists and strategists. Opportunists rely on a less scripted and more flexible approach to opportunity selection, letting emergent customer inquiries shape opportunity selection. Strategists follow a different pattern. They constrain the selection of opportunities so that they pursue opportunities that are more likely to result in success, and they try to capture several opportunities in a row versus one in isolation. The authors found that companies that were more focused in opportunity selection were often more flexible in opportunity execution.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT56114/?ar
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    Creating more accurate acquisition valuations (2014)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Investment analysis ; Business planning ; Electronic books ; Electronic books ; local
    Abstract: Managers often must make decisions about complex strategic issues, and they are expected to make choices carefully and objectively. A retailer, for example, may need to decide whether to bid more in a highly competitive auction. Or a manufacturer may want to determine how long to hold onto a money-losing plant as the economy sinks into a recession. In boom times, deals are often in demand and expensive (and acquirers tend to know it); but when the economy cools off, acquisitions fall out of favor and prices decline. Conventional capital budgeting methods for valuing acquisitions and investments (such as discounted cash flow) may result in overpricing in "hot" deal markets and underpricing in "cold" deal markets. By setting potential deals in the context of real options theory and behavioral economics, authors Han Smit and Dan Lovallo write, executives can compensate for potential biases. Investor exuberance, the positive sentiments of boards and interest by rivals can cause executives to view acquisition opportunities as more attractive than they actually are in "hot" deal markets. Loss aversion and a narrow perspective that does not consider long-term growth options, meanwhile, can subdue acquisition behavior during "cold" markets. The article is designed to improve the use of valuation methods and help mitigate decision biases. Treating acquisition decisions as simple go/no-go choices based on expected cash flows, the authorswrite, creates an unhealthy dynamic. Because it's difficult for executives to recognize their own biases, the authors suggest using a formalized process to de-bias the decision-making team. First, managers must determine whether they are facing an investment in a "hot" or "cold" deal market (something that can often be revealed by the number of deals), after which the authors propose taking a broader view, supported by checklists. A valuation checklist can help executives temper their natural inclination to focus on growth options in "hot" markets and refocus it on staging, deferring or recouping their investments. Similarly, a checklist can help executives divert their natural attention from short-term risk to long-term growth options in "cold" deal markets.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT56109/?ar
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    Protecting intellectual property in China (2014)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Intellectual property ; China ; Electronic books ; Electronic books ; local
    Abstract: Intellectual property protection is the No. 1 challenge for multinational corporations operating in China. According to the U.S. government, China accounted for nearly 80% of all IP thefts from U.S.- headquartered organizations in 2013, causing an estimated $300 billion in lost business. For European manufacturers, the loss of IP in China reduced potential profits by 20%. The effects from IP leakage are visible in counterfeited items including toys, luxury goods and automotive and aircraft parts. But IP violations go beyond products. They extend to pirated operational processes and entire business and service models. For many multinational corporations, IP leakage becomes a barrier to integrating Chinese sites and partners into global innovation activities. IP leakage frequently occurs through staff transfers or shared practices from foreign multinational corporations to local joint ventures or supply chain partners. For multinationals, this type of IP leakage is often a calculated risk worth taking. However, unintended IP leakage can affect a company's reputation and profitability. Even worse, it can create powerful local or even global competitors. To learn about how companies are managing the China IP protection challenge, authors Andreas Schotter and Mary Teagarden studied more than 50 multinational corporations. They identified nine IP protection practices that companies can use in China. Four of the practices are defensive and externally focused; the other five are proactive and internal. Together, these practices, which operate on the strategy, legal and business intelligence layers, create what the authors call the "IP protection web," which allows corporations to (1) expand faster within China and across other emerging markets; (2) improve performance; and (3) enhance local and global innovativeness. According the authors, most of the companies they studied learned to protect their IP through trial and error - there is no single "best" process or practice. However, the changing composition of IP risk creates a need for ongoing reconfiguration. Indeed, as Chinese companies become more skillful at absorbing leaked IP from those employees who formerly worked for international rivals, international companies must develop more sophisticated responses and develop new ways to engender loyalty.
    Note: "Global"--Cover. - Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT55417/?ar
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    Finding the value in social business (2014)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Social media ; Marketing ; Internet marketing ; Electronic books ; Electronic books ; local
    Abstract: A recent survey by Deloitte and MIT Sloan Management Review suggests that companies are starting to derive real value from social business (defined to include activities that use social media, social software and technology-based social networks to enable connections between people, information and assets). However, that business value is concentrated most strongly in companies that have reached a certain level of sophistication in relation to their social business initiatives. MIT Sloan Management Review and Deloitte have been exploring the impact of social media on business over the past three years through surveys, data analysis and interviews with executives and academics. The latest survey explored whether companies are deriving value from their social business initiatives. Sixty-two percent of managers surveyed report that their organization's social business initiatives are at least somewhat successful at meeting their stated business objectives, while 63% of respondents report that social business has positively affected business outcomes at their company. Fifty-nine percent of respondents in multinational companies report that social business helps them operate across geographies. Perhaps equally compelling is the extent to which individual employees indicate the value of social business to their daily work. Fifty-seven percent of respondents say that it is at least somewhat important for them to work for companies with mature social business practices, while 46% of respondents say that social business is at least somewhat important for decision making in their day-to-day role. A key factor in whether companies are able to derive positive benefits from social business is social business maturity. The researchers asked survey respondents to envision a company with ideal social business practices and then to assess how close their company was to that ideal. The higher a respondent rates his or her company, the more likely they are to report that the company is deriving business value from its social business initiatives. For example, 92% of respondents from the companies with the most mature social business practices say that social business helps them operate across geographies. The data shows that, based on maturity, different groups share distinctive social business practices. Thus, while incremental improvements to existing social business practices are likely to yield positive business outcomes, the kinds of benefits asso...
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT55319/?ar
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    Why customer participation matters (2014)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Market surveys ; Focus groups ; Marketing research ; Consumers ; Research ; Electronic books ; Electronic books ; local
    Abstract: Most managers know that listening to customers makes good business sense. Businesses have much to gain from actively seeking and encouraging customer participation, which the authors define as getting customers to provide constructive suggestions and share their ideas on how to shape product and service offerings. Yet many companies only pay lip service to this idea. Rather than encouraging customers to share their views about the company and its products with managers, the authors found, companies tend to focus on encouraging customers to take part in spreading positive word of mouth. Yet word of mouth is only one type of voluntary behavior that customers engage in. Moreover, it indicates only what people on the outside are saying, not how companies can improve their offerings or what customers may be looking for. The authors, who conducted surveys of customers as well as interviews and roundtable discussions with senior executives in a variety of industries, found that both customer word of mouth and customer- to-business interactions are associated with a customer's propensity to buy more of a company's products and services. While not all satisfied customers become repeat buyers, encouraging them to provide feedback and suggestions helps tie them more closely to the business. Companies can even recapture defecting customers simply by contacting them and encouraging them to participate. In addition, customer-to-business interaction is often more malleable than customer-to-customer word of mouth and more readily within the control of management. In a study of customers of a global bank, the authors found that customers who purchased the most were individuals who participated and engaged in much word-of-mouth behavior. High participation/ high word-of-mouth customers were the most loyal and attached to the brand; customers who did not participate tended to be the least valuable, the least loyal and the least attached to the organization regardless of whether they spread positive word of mouth. The implications of the findings are that fostering customer participation can be very valuable and that companies are better off emphasizing customer participation over word of mouth (as opposed to the reverse), because it creates more customer "stickiness" (as in greater attachment and commitment). Nevertheless, the authors say, the two approaches should be seen as two sides of a coin, working both internally and externally to build financ...
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT55220/?ar
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    Exploiting IBM PowerHA SystemMirror V6.1 for AIX Enterprise Edition (2013)
    [Poughkeepsie, NY : IBM Corp., International Technical Support Organization]
    Details
    Language: English
    Pages: 1 online resource (1 v.) , ill.
    Edition: 2nd ed.
    Series Statement: IBM redbooks
    Keywords: IBM Power systems ; AIX (Computer file) ; Operating systems (Computers) ; Multiprocessors ; IBM computers ; Electronic books ; Electronic books ; local
    Abstract: This IBM® Redbooks® publication positions the IBM PowerHA® SystemMirror® V6.1 for AIX® Enterprise Edition as the cluster management solution for high availability. This solution enables near-continuous application service and minimizes the impact of planned and unplanned outages. The primary goal of this high-availability solution is to recover operations at a remote location after a system or data center failure, establish or strengthen a business recovery plan, and provide separate recovery location. The IBM PowerHA SystemMirror Enterprise Edition is targeted at multisite high-availability disaster recovery. The objective of this book is to help new and existing PowerHA customers to understand how to plan to accomplish a successful installation and configuration of the PowerHA SystemMirror for AIX Enterprise Edition. This book emphasizes the IBM Power Systems™ strategy to deliver more advanced functional capabilities for business resiliency and to enhance product usability and robustness through deep integration with AIX, affiliated software stack, and storage technologies. PowerHA SystemMirror is designed, developed, integrated, tested, and supported by IBM from top to bottom.
    Note: Number on resource description page: SG24-7841-01. - Includes bibliographical references. - Description based on online resource; title from cover (Safari, viewed Apr. 8, 2014)
    URL: https://learning.oreilly.com/library/view/-/0738437999/?ar
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    IBM platform computing integration solutions (2013)
    [Poughkeepsie, NY : IBM Corp., International Technical Support Organization]
    Details
    Language: English
    Pages: 1 online resource (1 v.) , ill.
    Edition: 1st ed.
    Series Statement: IBM redbooks
    Keywords: Enterprise application integration (Computer systems) ; Computing platforms ; Electronic books ; Electronic books ; local
    Abstract: This IBM® Redbooks® publication describes the integration of IBM Platform Symphony® with IBM BigInsights™. It includes IBM Platform LSF® implementation scenarios that use IBM System x® technologies. This IBM Redbooks publication is written for consultants, technical support staff, IT architects, and IT specialists who are responsible for providing solutions and support for IBM Platform Computing solutions. This book explains how the IBM Platform Computing solutions and the IBM System x platform can help to solve customer challenges and to maximize systems throughput, capacity, and management. It examines the tools, utilities, documentation, and other resources that are available to help technical teams provide solutions and support for IBM Platform Computing solutions in a System x environment. In addition, this book includes a well-defined and documented deployment model within a System x environment. It provides a planned foundation for provisioning and building large scale parallel high-performance computing (HPC) applications, cluster management, analytics workloads, and grid applications.
    Note: "Learn about solutions that integrate IBM Platform Symphony and IBM InfoSphere BigInsights for analytics, see how the solutions use IBM System x and IBM GPFS, understand details about IBM Platform LSF implementation.". - Number on resource description page: SG24-8081-00. - Includes bibliographical references. - Description based on online resource; title from cover (Safari, viewed Mar. 27, 2014)
    URL: https://learning.oreilly.com/library/view/-/0738437883/?ar
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    IBM Parallel Environment (PE) developer edition (2013)
    [Poughkeepsie, NY] : IBM Corp., International Technical Support Organization
    Details
    Language: English
    Pages: 1 online resource (1 v.) , ill.
    Series Statement: IBM Redbooks
    Keywords: IBM Power systems ; Application software ; Parallel processing (Electronic computers) ; Electronic books ; Electronic books ; local
    Abstract: This publication helps strengthen the position of IBM® software solutions and enables for High Performance Computing (hardware, software, and tools) with a well-defined and documented deployment model within an IBM environment. As a result, customers receive a planned foundation for dynamic infrastructure for parallel High Performance Computing (HPC) applications. This IBM Redbooks® publication addresses topics to take advantage of the strengths of IBM PE Developers Edition for HPC applications. The objective is to solve customer's challenges and maximize systems' throughput, performance, and management. This publication examines the tools, utilities, documentation, and other resources available to help the IBM technical teams provide solutions and support for IBM HPC solutions in an IBM hardware environment. This IBM Redbooks is targeted toward technical professionals (consultants, technical support staff, IT Architects, and IT Specialists) responsible for providing HPC solutions and support.
    Note: Number on resource description page: SG24-8075-00. - Includes bibliographical references. - Description based on online resource; title from cover (Safari, viewed Oct. 9, 2013)
    URL: https://learning.oreilly.com/library/view/-/0738437689/?ar
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  • 70
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    Building your company's capabilities through global expansion (2013)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: International business enterprises ; International trade ; Electronic books ; Electronic books ; local
    Abstract: New markets and new possibilities for expansion and acquisition make the global competitive landscape more dynamic, creating both threats and opportunities. The task of the global strategist involves not only identifying where to leverage a company's existing strengths but also how to enhance and renew its capabilities. The authors argue that the risks of global expansion can be greatly reduced by taking a systematic approach to the decision-making process about entering a new country. They conclude that the experience of many global companies suggests that expensive mistakes are often made when companies don't ask certain key questions before they make such internationalization decisions. By better understanding the nature of their own competitive advantages and how those advantages might fit into or be augmented by a new market, companies can greatly improve their chances of success. The authors illustrate their argument by drawing on the examples of companies such as CEMEX, Telefónica, Accor, Wal-Mart and IKEA. The authors propose two tests for the global strategist, one to use when a company is considering replicating a successful strategy in a new country, and the other to use when a company is seeking to acquire a new capability in a new market.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54202/?ar
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  • 71
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    IBM PowerHA SystemMirror 7.1.2 Enterprise Edition for AIX (2013)
    [Poughkeepsie, N.Y.] : IBM Corp., International Technical Support Organization
    Details
    Language: English
    Pages: 1 online resource (1 v.) , ill.
    Edition: 1st ed.
    Series Statement: IBM redbooks
    Keywords: IBM Power systems ; AIX (Computer file) ; Fault-tolerant computing ; Multiprocessors ; Electronic books ; Electronic books ; local
    Abstract: This IBM® Redbooks® publication helps strengthen high availability solutions for IBM Power Systems™ with IBM PowerHA® SystemMirror® Enterprise Edition (hardware, software, and tools) with a well-defined and documented deployment model within an IBM Power Systems environment, offering clients a planned foundation for a dynamic, highly available infrastructure for their enterprise applications. This book addresses topics to leverage the strengths of IBM PowerHA SystemMirror 7.1.2 Enterprise Edition for AIX on IBM Power Systems to solve client application high availability challenges, and maximize system availability, and management. The book examines the tools, utilities, documentation, and other resources available to help the IBM technical teams provide solutions and support for IBM high availability solutions with IBM PowerHA in an IBM Power Systems environment. This book is targeted toward technical professionals (consultants, technical support staff, IT Architects, and IT Specialists) responsible for providing high availability solutions and support with IBM Power Systems and IBM PowerHA.
    Note: Number on back cover: SG24-8106-00. - Includes bibliographical references. - Description based on online resource; title from cover (Safari, viewed Nov. 12, 2013)
    URL: https://learning.oreilly.com/library/view/-/0738437875/?ar
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    IBM Technical Computing Clouds (2013)
    Poughkeepsie, NY : IBM Corp., International Technical Support Organization
    Details
    Language: English
    Pages: 1 online resource (1 v.) , ill.
    Edition: 1st ed.
    Series Statement: IBM redbooks
    Keywords: Cloud computing ; Information technology ; Management ; Big data ; Electronic books ; Electronic books ; local
    Abstract: This IBM® Redbooks® publication highlights IBM Technical Computing as a flexible infrastructure for clients looking to reduce capital and operational expenditures, optimize energy usage, or re-use the infrastructure. This book strengthens IBM SmartCloud® solutions, in particular IBM Technical Computing clouds, with a well-defined and documented deployment model within an IBM System x® or an IBM Flex System™. This provides clients with a cost-effective, highly scalable, robust solution with a planned foundation for scaling, capacity, resilience, optimization, automation, and monitoring. This book is targeted toward technical professionals (consultants, technical support staff, IT Architects, and IT Specialists) responsible for providing cloud-computing solutions and support.
    Note: Number on resource description page: SG24-8144-00. - Includes bibliographical references. - Description based on online resource; title from cover (Safari, viewed Feb. 3, 2014)
    URL: https://learning.oreilly.com/library/view/-/0738438782/?ar
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  • 73
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    IBM Power Systems performance guide : implementing and optimizing (2013)
    [Poughkeepsie, NY?] : IBM Corp., International Technical Support Organization
    Details
    Language: English
    Pages: 1 online resource (1 v.) , ill.
    Series Statement: IBM redbooks
    Keywords: IBM Power systems ; High performance computing ; Supercomputers ; Electronic books ; Electronic books ; local
    Abstract: This IBM® Redbooks® publication addresses performance tuning topics to help leverage the virtualization strengths of the POWER® platform to solve clients' system resource utilization challenges, and maximize system throughput and capacity. We examine the performance monitoring tools, utilities, documentation, and other resources available to help technical teams provide optimized business solutions and support for applications running on IBM POWER systems' virtualized environments. The book offers application performance examples deployed on IBM Power Systems™ utilizing performance monitoring tools to leverage the comprehensive set of POWER virtualization features: Logical Partitions (LPARs), micro-partitioning, active memory sharing, workload partitions, and more. We provide a well-defined and documented performance tuning model in a POWER system virtualized environment to help you plan a foundation for scaling, capacity, and optimization . This book targets technical professionals (technical consultants, technical support staff, IT Architects, and IT Specialists) responsible for providing solutions and support on IBM POWER systems, including performance tuning.
    Note: Number on resource description page: SG24-8080-00. - Includes bibliographical references. - Description based on online resource; title from cover (Safari, viewed Oct. 9, 2013)
    URL: https://learning.oreilly.com/library/view/-/0738437662/?ar
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  • 74
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    How Ceasars entertainment is betting on sustainability (2013)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Sustainable development ; Case studies ; Economic development ; Case studies ; Electronic books ; Electronic books ; local
    Abstract: This case study examines Caesars Entertainment's sustainability initiative. In the past few years Caesars, the world's most geographically diversified gaming company, has come a long way toward earning a reputation as an environmental leader in the hospitality industry. It has received more than 50 awards and certifications for sustainability leadership. In just five years, the company has reduced its carbon footprint by nearly 10% and reduced its energy use per square foot by 20%. Gary Loveman, the company's chairman and CEO, stepped up the company's sustainability efforts beginning in 2007 as the economy was starting to weaken. Caesars' revenues were collapsing, forcing the company to reduce staffing levels by more than 20 percent. Staff members were developing creative ways to cut costs, reduce energy consumption and waste, and increase recycling, and Loveman saw an opportunity to build on their initiative. The program, dubbed CodeGreen, has become institutionalized across more than 50 Caesars properties, in part by a scorecard that continues to be refined. Although Caesars' properties have substantially reduced their carbon footprint and increased efficiencies, the next stage of Caesars' sustainability program is still being mapped out. This case study features details about Caesar's sustainability initiative, as well as expert commentary by two business school professors: Michael W. Toffel of Harvard and Gregory Unruh of Thunderbird School of Global Management.
    Note: Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54480/?ar
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  • 75
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    How much does a company's reputation matter in recruiting? (2013)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Employees ; Recruiting ; Personnel management ; Electronic books ; Electronic books ; local
    Abstract: Recently, the idea has emerged that a key to winning the talent war through recruitment is to place greater emphasis on an organization's reputation for social responsibility, not just the company's overall reputation or its reputation as a good employer. But, the authors argue, few studies validly examine the degree to which a company's social reputation or other aspects of its reputation are more or less important than other, more utilitarian job choice factors. When a survey task simply asks people to rate the importance of a laundry list of job attributes such as corporate social responsibility, it hides the marginal value of each attribute to the potential employee. The authors report on three job choice studies they undertook - one with a sample of MBA students, the second with white-collar office workers and the third with workers from a mixture of occupations (legal, medical, government/public service and manual labor). They systematically analyzed the way potential and actual employees make choices involving job contracts with various utilitarian and reputation components. From the results of their research, the authors conclude that for potential employers of MBA students, neither a corporate reputation for social responsibility nor a reputation as a good place to work is as important as those facets of the job contract that are more directly material to MBAs' careers - salary, compensation structure, time demands and promotion opportunities. These talented employees want to work for good employers, the authors conclude, but their employers do not have to be leaders in corporate social responsibility. Across job categories, the authors found a degree of heterogeneity that implies that overly simplistic prescriptions that do not account for the demands of workers in different professions could lead managers astray. For example, manual workers appear to be less concerned about a company's reputation, while those in the legal profession are clearly paying attention to the social and workplace dimensions of an organization's reputation. When it comes to reputation and the war for talent, the authors conclude, there is every indication it is not a case of one size fits all.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54323/?ar
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    The question every project team should answer (2013)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Project management ; Electronic books ; Electronic books ; local
    Abstract: Many aspects of project management are well understood, but one key factor is frequently overlooked: A significant number of projects fail to meet their business objectives because they were launched without a clearly articulated purpose. In more than 20 years of consulting with hundreds of teams, the authors have found that lack of a focused "why statement" is perhaps the most common reason projects fail. Without a solid why, it is more difficult for a team to maintain its internal momentum and keep higher-level managers interested in the project. Projects are launched without a clear why statement for a number of reasons. Sometimes, the group feels pressured to do something, anything, right away. On other occasions, decision makers are unwilling to engage in discussions that might involve conflict or expose hidden agendas. Finally, a failure of imagination can lead to shortsighted reasoning, as the organization chooses a familiar course of action before realizing it won't actually address the problem that needs to be solved. The authors contend that a project team can improve its chances of success by considering four dimensions associated with clear why statements: 1. Identity requires that the core problem be clearly articulated. 2. Location is the second dimension of an effective why statement and answers the question, "Where do we see the problem?" 3. Timing involves specifying when the problem occurs, when it began and how long it is likely to persist if no action is taken. 4. Magnitude speaks to the significance and scale of the issue and answers the question, "How big is the problem or gap in measurable terms?" The four dimensions of a why statement provide a structured description of the business gap that drives the project. A why statement should be developed early in the gestation of a project before significant resources are misdirected toward a poorly defined venture that misses the mark, or worse, solves the wrong problem.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT55119/?ar
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    Designing trustworthy organizations (2013)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Business ethics ; Social responsibility of business ; Electronic books ; Electronic books ; local
    Abstract: In the aftermath of the well-publicized frauds of Enron, WorldCom and Tyco circa 2001 and 2002, there were major efforts in the United States to restore trust and enforce corporate compliance. Among other things, the U.S. Congress passed the Sarbanes-Oxley Act of 2002, corporate spending on compliance increased an estimated $6 billion annually and leading business schools created ethics centers and made ethics training mandatory. Yet despite these reform efforts, corporate trust violations continue. In fact, some of the most insidious practices from the Enron era (notably, disguising financial weakness with offbalance-sheet debt) were front and center again during the global financial crisis of 2008. Why do trust failures continue to occur with such frequency, and how can they be reliably prevented? The authors found that building and sustaining organizational trust is different from building and sustaining interpersonal trust, and that major organizational trust violations are almost never the result of "bad apples" or "rogue employees." Rather, these violations are predictable in organizations that allow dysfunctional, conflicting or incongruent elements to take root. Trust betrayals occur, the authors note, when the organization actively caters to a group (or groups) at the expense of and even causing harm to another group. Given the global prevalence of social media, online global forums and 24-hour news cycles, a breach of trust with any one stakeholder group can rapidly undermine an organization's reputation for trust in its broader stakeholder community. Ironically, the authors note, trust failures can act as catalysts for creating a high-trust organization. Much can be learned about how to establish and sustain organizational trustworthiness by examining how organizations successfully restore trust after a major violation. In analyzing cases of companies that have attempted to repair trust, the authors identified three critical stages: investigation, organizational reform and evaluation. Reforms must be evaluated to ensure they are working as intended, and shortfalls must be addressed. Successful trust repair requires taking a systems perspective to accurately diagnose and reform the true faults in the organizational system.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54419/?ar
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    The executive's role in social business (2013)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Business communication ; Industrial management ; Social media ; Electronic books ; Electronic books ; local
    Abstract: Social technologies are becoming more important to business, according to a survey conducted by MIT Sloan Management Review and Deloitte. However, the adoption of social technologies often means changing the way people work, and that means executives need to invest time and effort in explaining the purpose and value of using the new tools, as well as providing the necessary financial and organizational supports to sustain these work flow changes over time. The authors' research is based on two surveys conducted in 2011 and 2012, as well as dozens of interviews with executives and social business thought leaders. The 2012 survey had more than 2,500 respondents from 25 industries and 99 countries. According to its findings, 52% of managers say their companies are at an early stage of developing social capabilities. For these managers, the top barriers to using social business are a lack of strategy, no business case and a lack of management understanding. The authors explain the importance of three types of senior leadership support for initiatives that rely on social technologies: (1) support for these initiatives over time, not just when they are launched, (2) executives' own use of social technologies as a signal of their importance, and (3) a pragmatic attitude about what to measure and when to measure results from these initiatives. As marketers capitalize on social tools, the relationship between CMOs and CIOs can change, and some organizations are hiring chief digital officers, the authors note. They observe that successful social business initiatives can produce changes in the way executives work together.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54415/?ar
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    Competing in the age of omnichannel retailing (2013)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Competition ; Business ; Retail trade ; Electronic books ; Electronic books ; local
    Abstract: Erik Brynjolfsson (MIT Sloan School of Management), Yu Hu (Georgia Institute of Technology), and Mohammad S. Rahman (University of Calgary) Recent technology advances in mobile computing and augmented reality are blurring the boundaries between traditional and Internet retailing, enabling retailers to interact with consumers through multiple touch points and expose them to a rich blend of offline sensory information and online content. In the past, brick-and-mortar retail stores were unique in allowing consumers to touch and feel merchandise and provide instant gratification; Internet retailers, meantime, tried to woo shoppers with wide product selection, low prices and content such as product reviews and ratings. But as the retailing industry evolves toward a seamless "omnichannel retailing" experience, the distinctions between physical and online will vanish, the authors suggest, turning the world into a showroom without walls. This will push retailers and their supply-chain partners in other industries to rethink their competitive strategies The growing prevalence of location-based applications on mobile devices is a critical enabler. Mobile technology is well on its way to changing consumer behavior and expectations, the authors argue. By giving consumers more accurate information about product availability in local stores, retailers can draw people into stores who might otherwise have only looked for products online. The enhanced search capability is especially helpful with niche products, which are not always available in local stores. The availability of product price and availability information, the ability of consumers to shop online and pick up products in local stores, and the aggregation of offline information and online content have combined to make the retailing landscape increasingly competitive. Retailers used to rely on barriers such as geography and customer ignorance to advance their positions in traditional markets. However, technology is removing these barriers. The authors point to several possible success strategies for companies operating in the new competitive environment, including providing attractive pricing and curated product-related content; harnessing the power of data and analytics; avoiding direct price comparisons; learning to sell niche products; establishing switching costs; and embracing competition. In an omnichannel world, the authors say, there is a premium on learning rapidly from consumers and ca...
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54412/?ar
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    Should you punish or reward current customers? (2013)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Consumer behavior ; Customer loyalty programs ; Customer relations ; Management ; Marketing ; Electronic books ; Electronic books ; local
    Abstract: Is it better to reward existing customers for loyalty - or spend your marketing dollars on attracting new ones? Many companies face that management dilemma, and expert opinions on the subject conflict. The authors argue that the answer to that question depends on how fluid customer preferences are in a market and to what degree some of a company's customers are much more valuable than others. In markets where consumer preferences are highly fluid and where the highest-value customers are much more valuable than others, companies should focus on rewarding their best existing customers. Examples of industries in which this is the case include airlines and car rentals. However, if either or both of those two characteristics - customer shopping flexibility and concentrations in customer value - is not in place, then companies should focus on offering their best prices to new customers. When identifying high-value customers, it's important to remember that revenues and profits may not necessarily be correlated. The authors note that it is not only possible that high-volume customers are not as valuable as they seem, but, in some settings, they may be downright unprofitable. For example, at one bank with which one of the authors worked, about 50% of customers contributed negatively to profits. The authors suggest several approaches to addressing the problem of unprofitable customers, including customer education and selectively increasing prices to those customers.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT55103/?ar
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    How innovative is your company's culture? (2013)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Creative ability in business ; Corporate culture ; Electronic books ; Electronic books ; local
    Abstract: Everyone wants an innovative corporate culture, but how do you develop one? Prior research has suggested that the degree to which a company is innovative depends much less on capital, geography or sector than on the company's culture. The authors of this article say that the ability of a culture to support innovation depends on six key building blocks. They developed an assessment tool based on these building blocks, which can be used by managers to help make their culture more conducive to innovation. The authors say the six basic building blocks of an innovative corporate culture are values, behaviors, climate, resources, processes and success. Values drive priorities and decisions, which are reflected in how a company spends its time and money. Behaviors involve how people act in the cause of innovation. Climate is the tenor of workplace life. An innovative climate cultivates enthusiasm, challenges people to take risks within a safe environment, fosters learning and encourages independent thinking. Resources are comprised of three main factors: people, systems and projects. Of these, people - especially "innovation champions" - are the most critical, because they have a powerful impact on the company's values and climate. Processes are the routes innovations follow as they are developed. Finally, the internal and external success of an innovation drives many actions and decisions that may have an impact on the next one: who will be rewarded, which people will be hired and which projects will get the green light. After exploring this framework, the authors offer examples of companies that exemplify each quality. They also include a 54-element test they developed to enable managers to assess a company's "Innovation Quotient." Over the past three years, more than 1,000 employees in 15 companies around the world have taken this assessment. The authors give examples of companies that have implemented changes to make their culture more innovative based on what they learned from the survey, and a case study outlines the experience of a Latin American company with the assessment tool.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54315/?ar
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    Innovation lessons from 3-D printing (2013)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Three-dimensional printing ; Rapid prototyping ; Electronic books ; Electronic books ; local
    Abstract: These days, 3-D printing is much in the news. Also known as "additive manufacturing" or "rapid prototyping," 3-D printing is the printing of solid, physical 3-D objects. Unlike machining processes, which are subtractive in nature, 3-D printing systems join together raw materials to form an object. Some see 3-D printing and related technologies as having transformative implications. "Just as the Web democratized innovation in bits, a new class of 'rapid prototyping' technologies, from 3-D printers to laser cutters, is democratizing innovation in atoms," Wired magazine's longtime editor-in-chief, Chris Anderson, stated in his new book Makers: The New Industrial Revolution. "A new digital revolution is coming, this time in fabrication," MIT professor Neil Gershenfeld wrote in a recent issue of Foreign Affairs. But in addition to 3-D printing's technological implications, recent evolutions in 3-D printing offer important management lessons for executives about the changing face of technological innovation - and what that means for businesses. In this article, the authors examine the rapid emergence of a movement called open-source 3-D printing and how it fits into a general trend toward open-source innovation by collaborative online communities. They then discuss how existing companies can respond to - and sometimes benefit from - open-source innovation if it occurs in their industry.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54212/?ar
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    Using open innovation to identify the best ideas (2013)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Interactive management ; Group problem solving ; Creative ability in business ; Management ; Electronic books ; Electronic books ; local
    Abstract: As innovation becomes more democratic, many of the best ideas for new products and services no longer originate in well-financed corporate and government laboratories. How can companies tap into distributed knowledge and diverse skills? Increasingly, organizations are considering using an open-innovation process, but many are finding that making open innovation work can be more complicated than it looks. The authors' research suggests that executives in numerous industries face the same fundamental decisions when exploring open innovation: (1) whether to open the idea-generation process, (2) whether to open the idea-selection process or (3) whether to open both. The key to success, the authors argue, is careful consideration of what to open, how to open it and how to manage the new problems created by the openness. Although the authors found that many managers were fearful about venturing into an entirely new type of innovation process, they maintain that open innovation is rooted in classic innovation principles such as idea generation and selection. The first benefit of open innovation is the number of ideas that become available. Statistically, the more ideas generated, the better the quality of the best one is likely to be. A second, lesser-known advantage of open innovation is that the value of the best idea generally increases with the variability of the ideas received. There are advantages to casting the net widely enough to access ideas of diverse quality: The quality of the average idea may fall, but the best idea is more likely to be spectacular. While managers are often apprehensive about idea creation through open innovation, many are completely unfamiliar with the possibilities offered by opening idea selection. They assume that only company employees can make good choices about which ideas are best. Yet the authors found that outsiders provide distinctive expertise and perspectives, which enable companies to pick winning ideas and generate significant value. This is particularly true with products that can be used in many ways, or when fashions or requirements change quickly. A potential problem in open innovation, the authors point out, relates to how companies contract with idea generators. A second challenge in managing open innovation is caused by a shift in who bears the cost (and risk) of idea generation. With open innovation, the company pays for a design only after it has been completed. This means that the idea gene...
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT55121/?ar
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    Strategic choices in converging industries (2013)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Consolidation and merger of corporations ; Case studies ; Corporate reorganizations ; Case studies ; Business planning ; Case studies ; Electronic books ; Electronic books ; local
    Abstract: In the relentless evolution of technology and markets, many industries are in the midst of major reconfigurations of their fundamental architectures and how companies capture value. When industries converge, companies that were in seemingly unrelated businesses can become rivals. Managers need to recognize the different drivers and the types of strategic choices that are available to them. Turning a blind eye as the industry's ecosystem begins to change can be costly. Perhaps the most dramatic example of industry convergence is in telecommunications, information technology, media and entertainment, which many people now refer to as a single field, the "TIME" industries. This article is based in part on interviews at 26 companies in these industries. The authors identify four main drivers of industry convergence: technological advancement, open architectures and standards, policy and regulatory reforms, and changes in customer expectations and preferences. In addition, the authors describe four strategies companies have used to sustain growth in converging industries: technology pioneer, market attacker, ecosystem aggregator and business remodeler. Technology Pioneer Technology pioneers enter the market early and make strategic choices on the appropriate technological specialization as well as the control of intellectual property. New ventures following this path recognize that they need to demonstrate the technological potential of their inventions and evaluate the conditions for early customer adoption. Successful technology pioneers pursue these goals by driving standards, becoming the technology of choice and negotiating nonexclusive licenses. Market Attacker Market attackers try to exploit the commercial application of advanced technologies and tap into revenue opportunities generated by the fragmentation of well-established value chains. A particularly effective strategy is to team up with an incumbent and collaborate vertically in the value chain. This often involves three steps: establishing relationships with partners; consolidating the engagement model; and extending their partnerships, weighing different paths to expand scale and reach. Ecosystem Aggregator Ecosystem aggregators attempt to exploit the market opportunities resulting from a wave of emerging technologies. Typically, they are incumbents in the industry and leverage their competences and market experience to establish an innovation platform aimed at complementary pr...
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT55116/?ar
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    How to overcome a power deficit (2013)
    Cambridge, MA : MIT
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    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Leadership ; Industrial management ; Electronic books ; Electronic books ; local
    Abstract: At some point in their careers, most executives - even the most talented - will face a power deficit. Regardless of their titles and nominal responsibilities, they will confront situations in which they have insufficient influence and authority to get their job done effectively. Fortunately, two strategies can almost always help the sidelined executive capture more clout and build an enduring power base. A variety of situations can lead a manager into a power deficit. Demographics (race, ethnicity, gender or age) can contribute to the power-deficient executive's predicament, as can inexperience, poor reputation, personality, background, training or outlook. It can happen to people with high potential. It can even happen to executives who are already high performers. Typically, an executive winds up with a power deficit because he or she lacks one or more of the following power sources: legitimacy, critical resources or networks. The high level of interaction between these three sources of power means that a shortage in one can easily produce shortages in the other two. The authors argue that, generally, executives who have a power deficit can solve the problem in one of two ways: they must either play the game more effectively or change the game by, for instance, reshaping their role in the organization. The authors offer examples and recommendations and provide a short questionnaire to help managers identify potential power deficits. The good news is that the odds of success are good. The authors report that in their coaching work with 179 executives who wrestled with power deficits, only four failed to improve the situation.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54418/?ar
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  • 86
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    Capturing the value of synchronized innovation (2013)
    Cambridge, MA : MIT
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    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Creative ability in business ; Electronic books ; Electronic books ; local
    Abstract: In industries where innovation is highly distributed, companies often attempt to gain market advantages by coordinating their product introductions with those of other companies in hopes of generating increased sales and customer satisfaction. Synchronization can take a number of forms, and the implementation costs vary widely. Moreover, keeping part of a company's operations synchronized with those of another can present substantial challenges involving control. The challenges are magnified when capturing the benefits of synchrony depends on many other players in the industry network. Understanding what it takes to coordinate critical activities across industry networks can be extremely helpful, particularly in technology-intensive industries, where innovation is distributed and companies are strategically interdependent. Sony and Microsoft, leading manufacturers of video game consoles, for example, often try to coordinate product releases with game manufacturers such as Electronic Arts. The network of relationships among companies within an industry plays a key role in producing synchronization. Such relationships can range from intense collaborations to arm's-length alliances involving less interaction. Enterprises synchronize their product development work in three different ways: by planning the synchrony proactively with a few other partner organizations; by reacting to signals by other companies; or by combining these two approaches to create a hybrid approach. In industries that produce highly complex products, industry leaders can overcome the weaknesses of planned and reactive synchronization by blending the two approaches. This involves proactively engaging with the company or companies they absolutely must coordinate with and "signaling" their intentions to a selected group of other companies in hopes that the broader network of companies will respond.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54416/?ar
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  • 87
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    Navigating the politics and emotions of change (2013)
    Cambridge, MA : MIT
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    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Organizational change ; Office politics ; Electronic books ; Electronic books ; local
    Abstract: In today's fast-paced business world, leaders know that their organization's success is tightly linked to its ability to change again and again. Yet many change initiatives fail. One reason, the authors say, is that leaders often underestimate the impact of the politics and emotions of change. The authors suggest a five-step process for leading a major change initiative: Step 1: Map the political landscape. Map the key external and internal, formal and informal stakeholders who will be affected by the change. Step 2: Identify the key influencers within each stakeholder group. Once the key stakeholder groups are mapped, leaders should identify the key influencers within each group. Key influencers are those individuals who might be able to marshal resources, enroll others, build legitimacy and momentum, and provide ideas crucial to driving the change. Step 3: Assess influencers' receptiveness to change. People have different levels of receptiveness to a given change. Both supporters and skeptics must be engaged. Step 4: Mobilize influential sponsors and promoters. Sponsors have access to financial and human resources. Promoters, on the other hand, can be extremely useful in igniting the enthusiasm that can draw fence-sitters into the process and propel change forward. Step 5: Engage influential positive and negative skeptics. Skeptics can either make a change process more effective or turn a minor hurdle into a major roadblock. Positive skeptics may offer important perspectives and insights about the vulnerabilities of proposed changes. Influential negative skeptics are also important to work with.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54414/?ar
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  • 88
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    Managing the human cloud (2013)
    Cambridge, MA : MIT
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    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Electronic commerce ; Computing platforms ; Electronic books ; Electronic books ; local
    Abstract: Online crowdsourcing platforms are growing at double-digit rates and are starting to attract the attention of large companies. Just as cloud computing offers unconstrained access to processing capacity and storage, what the authors call the "human cloud" promises to connect businesses to millions of workers on tap, ready to perform tasks and solve problems that range from the simple to the complex. Although the initial concept for the human cloud was to create an eBay-like marketplace for talent and labor, there were obstacles. The simple auction model seemed ill-suited for large, complex undertakings. The model was also often perceived as too risky by managers, who had a hard time developing "virtual" rapport with workers. Today, four new human cloud models have developed, each aiming to overcome these problems in a distinct way: 1. The Facilitator model connects suppliers and buyers directly through a bidding process but offers increased visibility into the supplier's identity and work processes. Elance and oDesk are examples of this model. 2. The Arbitrator model enables buyers to compare the inputs of multiple providers before choosing which to purchase. Arbitrator platforms such as CrowdSpring and InnoCentive follow this approach. 3. The Aggregator model breaks down a job, such as proofreading, translation, transcription or tagging, into tiny bits of work - microtasks - and finds workers willing to complete these tasks, sometimes in the context of a game. Platforms like Amazon Mechanical Turk and CrowdFlower offer such capabilities. 4. The most sophisticated model, the Governor, provides project management, supplier certification and quality control to assure qualified coordination and management of complex projects. The authors note that harnessing the human cloud's power will - as with earlier outsourcing waves - require hard work and learning. Buyers may find it helpful to think about managing a human cloud initiative much the same way that they manage the main phases of any outsourcing engagement.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54214/?ar
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  • 89
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    How to change an organization without blowing it up (2013)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Organizational change ; Electronic books ; Electronic books ; local
    Abstract: Too often, conventional approaches to organizational transformation resemble the Big Bang theory. Change occurs all at once, on a large scale, and often in response to crisis. Yet we know from a great deal of experience that Big Bang transformation attempts often fail, fostering employee discontent and producing mediocre solutions with little lasting impact. Instead of undertaking a risky, large-scale makeover, organizations can seed transformation by collectively uncovering "everyday disconnects" - the disparities between our expectations about how work is carried out and how it is actually is. The discovery of such disconnects encourages people to think about how the work might be done differently. Continuously pursuing these smaller-scale changes - and then weaving them together - offers a practical middle path between large-scale transformation and smallscale pilot projects that run the risk of producing too little too late. The author has found that organizations take three approaches to discovery that are both particularly effective for uncovering everyday disconnects in the organization's work and seeding transformation from the bottom up. These techniques can be used together. The three techniques are: 1. Work Discovery Instead of assuming that you know how work is designed, examine it firsthand as it is actually conducted. Determine how to turn the (inevitable) surprises you uncover into assets. 2. Better Practices Instead of simply adopting the best practices of other organizations, screen the way work gets done in your organization through those best practices to generate new ideas. In other words, use best practices to generate even better practices. 3. Test Training Instead of locking down standard operating procedures during training, experiment with other, potentially better possibilities for changing the way the work will get done. Use training for testing these possibilities.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54213/?ar
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  • 90
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    Driving growth and employment through logistics (2012)
    Cambridge, MA : MIT
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    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Business logistics ; Industrial management ; Logistics ; Electronic books ; Electronic books ; local
    Abstract: Author Yossi Sheffi makes the argument that Logistics Clusters create jobs that are difficult to move offshore, and therefore lead to economic growth in multiple sectors. Logistics clusters are local networks of businesses that provide a wide array of logistics services, including transportation carriers, warehousing companies, freight forwarders and third-party logistics service providers. They also include the distribution operations of retailers, manufacturers (for both new products and aftermarket parts) and distributors. These clusters attract companies for whom logistics is a critical element of their service offering or a large part of their overall costs. In recent years, logistics clusters have received support and funding from regional and national governments all across the world seeking to promote economic growth. Logistics clusters have the ability to address several challenges many economies face, including the pressing need for good jobs, higher levels of foreign trade and infrastructure renewal. In addition to helping companies navigate global supply networks, logistics clusters can lead the way in sustainable transportation and energy-efficient storage and transportation operations. The author contends they are contributing to the efficiency of global supply chains and, in the process, increasing international trade and global trade flows.
    Note: Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54111/?ar
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  • 91
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    The messy business of management (2012)
    Cambridge, MA : MIT
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    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Leadership ; Business ; Electronic books ; Electronic books ; local
    Abstract: Author Mitroff opens his opinion piece with the question "Are you prepared to handle a mess?" In a period of rapid technological and business change, successful executives particularly need the ability to think critically - and to be aware that some of their most cherished assumptions may, at any point, be challenged or invalidated by changing events. Mitroff particularly focuses in his opinion piece on how business schools excel at teaching young managers well-structured models, theories and frameworks but need to spend more time helping their students surface, debate and test the assumptions underlying each model, theory or framework they are learning about. In this way, by developing students' critical thinking skills, universities would prepare young business leaders to succeed in a messy, uncertain world.
    Note: Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54121/?ar
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  • 92
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    The benefits of combining data with empathy (2012)
    Cambridge, MA : MIT
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    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Customer relations ; Empathy ; Electronic books ; Electronic books ; local
    Abstract: Everyone has had encounters with automated telephone response systems and experienced the frustration of having to repeat voice commands multiple times before finally asking to speak to a service representative. Many large companies have become so focused on optimizing their business processes and systems that they have become all too willing to forget about cultivating emotional connections with customers. But in order to detect and respond to shifting customer needs, the authors argue, companies need to show more, not less, empathy with their customers. Some companies have found an approach that optimizes business processes and technology, the ability to foster emotional connections and the ability to use data empathetically. The authors call this approach softscaling. Successful softscaling is based on three core activities: nurturing emotional connections to achieve commitment and loyalty from employees, customers, suppliers and other business partners; optimizing business processes to achieve low-cost and reliable operational excellence; and combining data (captured by optimized processes and technology) with a deep understanding of local context to make empathic decisions. Being excellent at just one is not enough - it takes all three. These abilities are particularly important to businesses attempting to expand beyond their traditional customer bases and home markets, especially into volatile environments. Although the research was conducted in India, the authors maintain that the core tenets are equally applicable to companies in other emerging economies, as well as in sectors in developed markets that are experiencing rapid change. The authors examined five companies - Hero MotoCorp, Bharti Airtel, Tata Motors, Housing Development Finance Corp. and Max Healthcare - all of which integrate optimization and emotion, using evidence-based empathy that is grounded in data analytics. This strategy has enabled the companies to exploit opportunities to become market leaders in highly unstable, resource-constrained settings.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54119/?ar
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  • 93
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    Innovating with analytics (2012)
    Cambridge, MA : MIT
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    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Commercial statistics ; Electronic data processing ; Electronic books ; Electronic books ; local
    Abstract: In a recent data and analytics survey conducted by MIT Sloan Management Review in partnership with SAS Institute Inc., the authors found a strong correlation between the value companies say they generate using analytics and the amount of data they use. Combining the responses to several survey questions, they identified five levels of analytics sophistication, with those at Level 5 being most sophisticated and innovative. These analytical innovators in Level 5 had several defining characteristics. First, they tended to use more data than other groups. In fact, they were three times more likely than the 8% of those respondents who fell into the Level 1 category to say they used a great deal or all of their data. Second, there was a strong correlation between driving competitive advantage and innovation with analytics and how effective a company is at managing what the authors term "the information transformation cycle." This cycle refers to the process of capturing data, analyzing information, aggregating and integrating data, using insights to guide future strategy and disseminating information and insights. Respondents who fell into the Level 5 category also had a stronger need for speed than other survey respondents. Eighty-seven percent reported that the ability to process and analyze data more quickly was very important. Utilizing speed fell into three separate areas: customer experience, pricing strategy and innovation. Another intriguing finding from the survey involved the cultural impact on organizations. Some respondents reported that the use of analytics is shifting the power structure within their organizations. Analytical innovators, as a group, tended to be more likely than other groups to say that analytics has started to shift the power structure in their organizations.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54117/?ar
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  • 94
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    What matters most in internet retailing (2012)
    Cambridge, MA : MIT
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    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Electronic commerce ; Electronic books ; Electronic books ; local
    Abstract: Online retailing is far and away the fastest growing retail sector in the United States. The growth is being fed by two forces: (1) traditional retailers are getting their "Internet acts" together, and (2) "pure play" retailers are becoming increasingly innovative. The authors studied two groups: online retailers selling popular-brand consumables for the home, such as laundry detergent, pet supplies and diapers (represented by Netgrocer.com and Diapers.com); and online retailers selling specialty items, including fashion eyeglasses and apparel for men (represented by WarbyParker.com and Bonobos.com). They came up with a set of findings that may have important implications not just for pure-play Internet retailers but for more traditional retailers, too. Among them: Individual consumer acceptance depends on offline shopping costs. For Internet retailers, the best market opportunities are with customers in locations where offline retail shopping is limited and costs (including sales tax) are high. Sales evolution is structured and predictable. Although initial online sales in a particular region, and some geographic variation in sales across regions, may be driven by offline product costs, growth is fueled by the sharing of information among friends and neighbors. The authors' research on Netgrocer.com, an online retailer that delivers groceries, found that ZIP codes with lots of new customers tended to be adjacent to areas that had high concentrations of customers in earlier periods. Migrating from "good" to "great" requires expansion to niche locations. Although sales emerge first in areas where customers face high offline shopping costs and are propagated through local customer interactions, in order for online retailers to extend their reach they need to tap into hundreds or thousands of markets that individually represent few sales but collectively add up to significant numbers. Different locations require different customer acquisition strategies. In ZIP codes with a high physical density of customers, offline word of mouth can be particularly powerful. Traditional print advertising tended to work well in less dense environments.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54116/?ar
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  • 95
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    The role of the chief strategy officer : a summary of research identifying four archetypes of chief strategy officers, and how boards and CEOs can use this information to choose the right type of CSO for their leadership teams (2012)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Strategic planning ; Management ; Electronic books ; Electronic books ; local
    Abstract: The Chief Strategy Officer (CSO) is a comparatively new but increasingly important role in many organizations. To explore the role of the CSO, the authors conducted 24 interviews with CSOs at U.K. companies that are part of the FTSE 100 Index, across a number of industrial sectors. Secondary data - company reports, strategy documents and presentations - were used to complement the interviews. From this study of interviews and secondary data, the authors have developed a typology of four CSO archetypes - Internal Consultant, Specialist, Coach and Change Agent - who carry out a variety of responsibilities in the role of the CSO. By understanding how the duties of the CSO can vary significantly from organization to organization, boards and CEOs can make better decisions about which type of CSO is necessary for their leadership teams.
    Note: Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54110/?ar
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  • 96
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    How disruptive will innovations from emerging markets be? : a brief discussion of disruptive innovation in emerging markets and the challenges that new low-cost products present to developed markets (2012)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: New products ; Competition ; Electronic books ; Electronic books ; local
    Abstract: Companies located in developing countries are currently serving billions of local consumers with innovative and inexpensive products. Author Constantinos C. Markides poses the question of what happens when more of those companies make the leap into more developed markets. Is it inevitable that these low-end companies will overtake the more developed companies? Markides examines and explores the "The Disruption Process" in the marketplace. To begin with, to be disruptive, a product has to meet two conditions: it must start out as inferior in terms of the performance that existing customers expect, but superior in price. As a result, existing customers will initially ignore it, but other customers (usually non consumers of the incumbent products) will be attracted by its low price. Then, for a product to truly become disruptive, it must evolve to become "good enough" in performance (attracting mainstream customers from the earlier generation of incumbent products) while at the same time remaining superior in price. In other words, it must become "good enough" in performance and superior in price. Using historical examples, Markides looks at how disruptors and incumbents manage competition in the marketplace. Whether low-cost innovations from emerging countries end up disrupting markets in developed countries depends not only on whether the disruptors succeed in putting in place an innovative business model that supports their cost advantage but also on how aggressively the incumbents respond. For incumbents, knowing that much of their fate rests in their hands is half the battle won.
    Note: "Intelligence"--Cover. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54120/?ar
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    Increasing the ROI of social media marketing (2012)
    Cambridge, MA : MIT
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    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Social media ; Marketing ; Rate of return ; Electronic books ; Electronic books ; local
    Abstract: With the growth of social media, influencing consumer preferences and purchase decisions through online social networks and word of mouth is an increasingly important part of every marketer's job. Companies such as Geico, Dell and eBay are adapting the traditional "one-way" advertising message and using it as a stepping-stone to begin a two-way dialogue with consumers via social media. Marketers know that theoretically, social media should be a powerful way to generate sustainable, positive word-of-mouth marketing. If marketers can only select the right social media platform, design the right message and engage the right users to spread that message, their campaign should be a success. But until now, that's been a big if. The authors propose a seven-step framework for success in social media marketing campaigns. Their framework involves identifying social media users who are not only influential but also particularly interested in the company's product or service category and then recruiting and incentivizing those influencers to talk about the company's product or service. The authors describe the implementation of their seven-step framework at Hokey Pokey Ice Cream Creations, an upscale ice-cream retailer with more than a dozen outlets across India. Hokey Pokey's social media campaign resulted in substantial increases in brand awareness, social media ROI and sales revenue growth rate for the company. The authors also explain three new metrics they developed for use in social media marketing campaigns: the Customer Influence Effect, which measures the influence a social media user has on other users in the network; the Stickiness Index, which helps identify social media users who actively discuss the company's product or service category; and Customer Influence Value, which helps measure the monetary gain or loss realized by a company in social marketing campaigns by accounting for an individual's influence on purchases by other customers and prospects.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54115/?ar
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  • 98
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    Making mergers work (2012)
    Cambridge, MA : MIT
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    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Consolidation and merger of corporations ; Corporate reorganizations ; Electronic books ; Electronic books ; local
    Abstract: Planning for post-merger integration typically focuses on operational issues, such as harmonizing product lines and financial and human resource information systems, and determining which employees are retained and which ones are let go. Attention is also paid to the identity of the merged enterprise in a superficial sense. The name of the acquirer may be retained, or a new logo may be created or a new name found. But for organizations to achieve the psychological synergies required to realize economic synergies from mergers and acquisitions, the authors argue that executives need to attend to a more complex, deeper set of identity issues. These issues define the essence of the entity and give employees a clear answer to the question "Who are we?" and external stakeholders a clear answer to the question "Who are they?" The first question refers to an organization's members' view of what makes it unique among all other organizations. The second question captures what external audiences believe is the essence of the organization. Left unattended, these deeper identity issues will diminish engagement and will inevitably affect the performance of the merged entity. Operational integration post-merger is a necessary but not sufficient condition for successful performance. Careful attention to identity integration is also essential for success. The authors argue that there is no "one best way" and that in fact there are four distinct paths that can be followed to achieve identity integration: assimilation, federation, confederation and metamorphosis. Each of these paths represents a particular combination of the answers to two questions that managers must confront in anticipation of a merger or acquisition: What should be done with the identities that the parties to the merger bring with them (in other words, their historical identities)? And how should a common identity for the future be built?
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54118/?ar
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  • 99
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    The key to social media success within organizations (2012)
    Cambridge, MA : MIT
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    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Organizational change ; Social media ; Business communication ; Electronic books ; Electronic books ; local
    Abstract: In this article, the authors show that although the use of social media can be an extremely valuable way to enrich a company's culture and enhance its productivity, it isn't a sure thing. Based on a survey of 1,060 executives about their experience with social media and a number of indepth qualitative case studies, the authors argue that the main reason some social media initiatives fail to bring benefits to companies is because the initiatives don't create emotional capital, which they define as a strong emotional connection between stakeholders and the company. In the end, social media is still media - that is, mediums of communication - and those new mediums can be used as badly and counterproductively as any traditional mode. To show how companies can create a winning strategy, the authors contrast the experiences of two companies - an unnamed technology company and Tupperware Nordic, the Scandinavian branch of the kitchenware company. The technology company focused on software to facilitate social networking, not on using those new tools to build communities. It also tended to communicate in ways employees found insincere. Between insincere messages from the executive team and easier communication with other disgruntled employees, the initiative had no real positive effects for the company. Tupperware, by contrast, used the technology to help the company convey community spirit to its sales associates and took advantage of social media's unique ability to foster better vertical and horizontal communication. The authors conclude that although social media can help create closer and more dynamic stakeholder relationships, success with an online community requires a leader who can build emotional capital and who values community building as a means of creating economic value.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54112/?ar
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  • 100
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    Amoeba management : lessons from Japan's Kyocera (2012)
    Cambridge, MA : MIT
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    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Kyōsera Kabushiki Kaisha ; Industrial management ; Organizational effectiveness ; Electronic books ; Electronic books ; local
    Abstract: A persistent challenge for companies as they grow is how to maintain the high level of dynamism and employee commitment that drove success in the early days. Over the years, thoughtful managers and management theorists have formulated many approaches for dealing with the problem, all aimed at giving managers and employees more responsibility and accountability for the performance of their own profit centers. But the authors argue that few companies have taken things as far as Kyocera Corp. Headquartered in Kyoto, Japan, Kyocera produces a range of industrial ceramics, semiconductor components, electronics devices and information and telecommunications equipment. During its more than five decades in business, a key driver of Kyocera's growth and success, the authors say, has been its distinctive entrepreneurial culture, known internally as "amoeba management." Kyocera founder Kazuo Inamori developed the amoeba management system to help ordinary employees without any operations or finance backgrounds see how they can contribute to the success of the business. Within Kyocera, there are some 3,000 amoebas, most of which have between five and 50 employees. They are expected to operate independently and find ways of working with other amoebas to achieve profitable growth. Amoebas share their plans with senior managers at plantwide assemblies. Hourly efficiency is the primary measure of amoeba performance. The ratio allows management to make profitability comparisons across amoebas and time. The authors note that Kyocera's system is better suited for business environments characterized by intense competition and fast technological change, because companies in such environments require decentralized structures.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54114/?ar
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