By Π₯ΡΠΌΠ΅Π» ΠΡΡΠΈ
Π₯ΡΠΌΠ΅Π» ΠΡΡΠΈ2007
ΠΡΡΠΈ Π₯ΡΠΌΠ΅Π» ΡΡΠ²Π΅ΡΠΆΠ΄Π°Π΅Ρ, ΡΡΠΎ Π³Π»Π°Π²Π½ΠΎΠΉ Π·Π°Π΄Π°ΡΠ΅ΠΉ ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΠΉ ΡΠ²Π»ΡΠ΅ΡΡΡ ΠΏΠ΅ΡΠ΅ΠΎΡΠΌΡΡΠ»Π΅Π½ΠΈΠ΅ ΠΈ ΠΏΠ΅ΡΠ΅ΡΡΡΠΎΠΉΠΊΠ° ΡΠ΅Π±Ρ ΠΈ ΡΠ²ΠΎΠΈΡ ΠΎΡΡΠ°ΡΠ»Π΅ΠΉ Π½Π° ΠΏΠΎΡΡΠΎΡΠ½Π½ΠΎΠΉ ΠΎΡΠ½ΠΎΠ²Π΅. ΠΡΠ½ΠΎΠ²ΡΠ²Π°ΡΡΡ Π½Π° ΠΈΠ·ΡΡΠ΅Π½ΠΈΠΈ ΠΎΠΏΡΡΠ° Charles Schwab, Cisco, Virgin, UPS, Cemex ΠΈ GE Capital, ΠΊΠ½ΠΈΠ³Π° ΠΏΠΎΠΊΠ°Π·ΡΠ²Π°Π΅Ρ, ΠΊΠ°ΠΊΠΈΠΌ ΠΎΠ±ΡΠ°Π·ΠΎΠΌ ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΠΈ ΠΌΠΎΠ³ΡΡ ΡΠ°ΡΡΠΈ ΠΈ ΠΏΡΠΎΡΠ²Π΅ΡΠ°ΡΡ Π΄Π°ΠΆΠ΅ Π² ΡΡΠ»ΠΎΠ²ΠΈΡΡ Π½Π΅ΠΏΡΠ΅ΡΡΠ²Π½ΠΎ ΠΌΠ΅Π½ΡΡΡΠ΅Π³ΠΎΡΡ ΡΡΠ½ΠΊΠ°. Π ΠΊΠ½ΠΈΠ³Π΅ ΡΠ°Π·ΡΡΡΠ½ΡΡΡΡΡ ΠΎΡΠ½ΠΎΠ²ΠΎΠΏΠΎΠ»Π°Π³Π°ΡΡΠΈΠ΅ ΠΏΡΠΈΠ½ΡΠΈΠΏΡ ΡΠ°Π΄ΠΈΠΊΠ°Π»ΡΠ½ΡΡ ΠΈΠ½Π½ΠΎΠ²Π°ΡΠΈΠΉ, ΠΈΡΡΠ»Π΅Π΄ΡΡΡΡΡ ΠΏΡΠΎΠΈΡΡ ΠΎΠΆΠ΄Π΅Π½ΠΈΠ΅ ΡΠ΅Π²ΠΎΠ»ΡΡΠΈΠΎΠ½Π½ΡΡ Π±ΠΈΠ·Π½Π΅Ρ-ΠΊΠΎΠ½ΡΠ΅ΠΏΡΠΈΠΉ ΠΈ ΠΈΠ΄Π΅Π½ΡΠΈΡΠΈΡΠΈΡΡΡΡΡΡ ΠΊΠ»ΡΡΠ΅Π²ΡΠ΅ ΠΊΡΠΈΡΠ΅ΡΠΈΠΈ Π΄ΠΈΠ·Π°ΠΉΠ½Π° ΠΎΡΠ³Π°Π½ΠΈΠ·Π°ΡΠΈΠΉ.
Gary Hamel2007
Gary Hamel argues that the main task of companies is to rethink and restructure themselves and their industries on an ongoing basis. Based on a study of the experience of "old revolutionaries," including Charles Schwab, Cisco, Virgin, UPS, Cemex and GE Capital, the book shows how companies can grow and prosper even in a constantly changing market. The book explains the fundamental principles of radical innovation and explores the origin of revolutionary business concepts.