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| 作者简介： CHUCK MARTIN is the chairman and CEO of the renowned think tank NFI Research. The author of Net Future and the New York Times business bestseller The Digital Estate, he lectures extensively throughout the United States, Europe, Latin America, and Asia. He advises some of the best-known companies in the world. A former vice president of IBM, Martin was the founding publisher and COO of Interactive Age. |
| Acknowledgments PART Ⅰ: WHAT IS MANAGING FOR THE SHORT TERM? Chapter 1: The New World of the Short Term A New Approach It Just Is What Is Short Term? The Pressures to Manage for the Short Term The Demands Placed on a Reduced Workforce Information-Armed Shareholders Information-Armed Stakeholders The Global Business Environment The Pace of Technological Change A Demographically Empowered Workforce A More Sophisticated and Informed Customer Base A New Alignment Needed Chapter 2: The Manager and the Business Blur The Daily Pressures: Managing in the Fast Lane The Pressures of Networking The Pressures of Customer Focus The Pressures of Managing People The Pressures of Process The Pressures of Speed The Modern Law of Inundation The Impact on the Individual Time-Shifting Work It's Not About the Money The View from the Corner Office Strike One, You're Out Out of Time Technology in the Executive Suite The Pressure to Communicate Chapter 3: The Disconnect and Its Impact on the Organization Corporate Truth vs. Street Truth The Managers' Conflict Between Short and Long Term The Price of the Perception Gap Executives As the New Facilitators Chapter 4: Managing for the Short Term vs. Planning for the Long Term The Two Kinds of Planning Organizational Pace vs. Individual Pace Strategy: A Jumping-Off Point Attitude Adjustment Time The CFO As Sheriff PART Ⅱ MANAGING THE ORGANIZATION FOR THE SHORT TERM Chapter 5: It's All About the Numbers The Quantification of Business Life Learning to Live by the Quarter, Month, Week, Day The Death of the Low-Hanging Fruit Letting the Numbers Do the Work Measuring the Intangibles Going Beyond Making the Numbers Balancing Metrics Numbers Now Chapter 6: Incremental Forward Motion Chapter 7: Are We Communicating? Chapter 8: Communicating Down the Line Chapter 9: Leading for the Short Term Chapter 10: Managing People for the Short Term Chapter 11: Using Information to Navigate Throught Decisins PART Ⅲ MANAGING YOURSELF FOR THE SHORT TERM Chapter 12: Getting to What Matters Chapter 13: The More You Do,the More you Do Chapter 14: Successful Meetings for the Short Term Chapter 15: The Law of Expanding Immediacy Notes Index |
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