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Data Loss Protection - Simple Steps to Win, Insights and Opportunities for Maxing Out Success - Kindle edition by Gerard Blokdijk. Reference Kindle eBooks.
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Learn how to enable JavaScript on your browser. Based on extensive research, this lays out the thinking of the most successful Data Loss Protection knowledge experts, those who are adept at continually innovating and seeing opportunities. About the Author Gerard Blokdijk is the author of books that have been bestsellers around the world. He writes about Service, Management and Information Technology. You might be familiar with his books on IT Service Management.

In addition to his writing and speaking at conferences and business events around the world, Gerard founded and ran several companies, ranging from tech to education, of which The Art of Service has been a leader in its field since See All Customer Reviews.

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Overview The one-stop-source powering Data Loss Protection success, jam-packed with ready to use insights for results, loaded with all the data you need to decide how to gain and move ahead. Product Details About the Author. Average Review. Write a Review. Related Searches. Starting out with Big Data means being unsure about what to do, how to start Starting out with Big Data means being unsure about what to do, how to start and how to get the most out of it; preparing for success, and avoiding failure.

There is enormous satisfaction in seeing the change succeed, overcoming View Product. What challenges will the future hold for us? For example, what are the ramifications of escalating consumer power? Near-instant commoditization of products? Ultra low-cost rivals? Conventional wisdom often obstructs innovation.

Ask your colleagues what they believe about a critical management issue. Identify beliefs held in common. If so, consider alternative assumptions that could open the door to fresh insights. Thus they withhold their full engagement and passion—essential ingredients for continual organizational renewal. A more helpful alternative belief? Identify decidedly unconventional organizations, and look for the practices they apply that might help you solve your problem. It makes micro-loans to poor people with no collateral requirement and little paperwork.

Borrowers—which by numbered more than 4 million—use the funds to start small businesses that benefit themselves and their communities. Ask: How can we make it equally easy for our employees to get capital to fund an idea? Click here for printable worksheets to test your management innovation. Are you a management innovator?

Have you discovered entirely new ways to organize, lead, coordinate, or motivate? Is your company a management pioneer? Has it invented novel approaches to management that are the envy of its competitors? Does it matter? It sure does. Innovation in management principles and processes can create long-lasting advantage and produce dramatic shifts in competitive position. Over the past years, management innovation, more than any other kind of innovation, has allowed companies to cross new performance thresholds.

Yet strangely enough, few companies have a well-honed process for continuous management innovation.

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Virtually every organization on the planet has in recent years worked systematically to reinvent its business processes for the sake of speed and efficiency. How odd, then, that so few companies apply a similar degree of diligence to the kind of innovation that matters most: management innovation. Why is management innovation so vital? What makes it different from other kinds of innovation? How can you and your company become blue-ribbon management innovators?

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General Electric. What makes them stand out? Great products? Great people?


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Great leaders? But if you dig deeper, you will find another, more fundamental reason for their success: management innovation. As these examples show, a management breakthrough can deliver a potent advantage to the innovating company and produce a seismic shift in industry leadership.

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Technology and product innovation, by comparison, tend to deliver small-caliber advantages. A management innovation creates long-lasting advantage when it meets one or more of three conditions: The innovation is based on a novel principle that challenges management orthodoxy; it is systemic, encompassing a range of processes and methods; and it is part of an ongoing program of invention, where progress compounds over time.

Three brief cases illustrate the ways in which management innovation can create enduring success. Unlike its Western rivals, Toyota has long believed that first-line employees can be more than cogs in a soulless manufacturing machine; they can be problem solvers, innovators, and change agents. While American companies relied on staff experts to come up with process improvements, Toyota gave every employee the skills, the tools, and the permission to solve problems as they arose and to head off new problems before they occurred. The result: Year after year, Toyota has been able to get more out of its people than its competitors have been able to get out of theirs.

As this example illustrates, management orthodoxies are often so deeply ingrained in executive thinking that they are nearly invisible and are so devoutly held that they are practically unassailable. The more unconventional the principle underlying a management innovation, the longer it will take competitors to respond.

In some cases, the head-scratching can go on for decades. While other grocery chains have been slashing costs to fend off Wal-Mart, Whole Foods has been rapidly evolving an extraordinary retail model—one that already delivers the highest profits per square foot in the industry. Managers consult teams on all store-level decisions and grant them a degree of autonomy that is nearly unprecedented in retailing. Each team decides what to stock and can veto new hires. What differentiates Whole Foods is not a single management process but a distinctive management system.

Confronted by management innovation this comprehensive, rivals can do little more than shake their heads in wonder. Sometimes a company can create a sizable management advantage simply by being persistent. Not every management innovation creates competitive advantage, however. Innovation in whatever form follows a power law: For every truly radical idea that delivers a big dollop of competitive advantage, there will be dozens of other ideas that prove to be less valuable.

Innovation is always a numbers game; the more of it you do, the better your chances of reaping a fat payoff. A management innovation can be defined as a marked departure from traditional management principles, processes, and practices or a departure from customary organizational forms that significantly alters the way the work of management is performed. Put simply, management innovation changes how managers do what they do.

And what do managers do? Typically, managerial work includes.

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In a big organization, the only way to change how managers work is to reinvent the processes that govern that work. Management processes such as strategic planning, capital budgeting, project management, hiring and promotion, employee assessment, executive development, internal communications, and knowledge management are the gears that turn management principles into everyday practices. They establish the recipes and rituals that govern the work of managers.

In most companies, management innovation is ad hoc and incremental. A systematic process for producing bold management breakthroughs must include.