New Rules (Winning Strategies for Post-Industrial Society)

Author: (American) Kotter, written by, translated by Liu Zhengping, Lu Yu
Publisher:
Publish Date: 1997-01-01
Features:
New Reality does not rely on inertia. The paths most successful people have taken in this century no longer guarantee success (Chapter 2).
Focus on globalization and its consequences. Everything is changing, which provides a wealth of opportunities but also brings significant risks (Chapter 3).
New Response: Move away from bureaucratic large corporations and embrace small businesses. Speed and flexibility will win in an increasingly competitive world (Chapter 4).
From the outside and inside, help large companies grow; there are abundant opportunities in consulting and other service fields (Chapter 5).
General management is far from enough; now, leadership must be strengthened to help companies succeed (Chapter 6).
If possible, you should drive business growth and make decisions for it. There are many opportunities in finance, finance, and other professions (Chapter 7).
New Strategy: Enhance your competitive drive. High standards and a strong desire to win are especially important today and in the future (Chapter 8).
Never stop developing; lifelong learning is becoming increasingly necessary for success (Chapter 9).
Like leaders who strive to create inspiring vision goals, managers who aim to excel within standardized ruling groups, financial brokers are typically market guides and excellent negotiators. Consultants are project-oriented, entrepreneurs focus on running businesses as their primary task, and financial brokers often view the world through the lens of transactions. They help businesses start, grow, and operate more effectively through financial transactions. Due to the substantial transaction amounts, despite charging only a small percentage as service fees, they can become very wealthy.
People passionate about capital often believe that the economy can achieve coordinated development through markets and financial transactions. These individuals doubt that coordinated economic development can be achieved through ruling groups and managers, or through leadership and teamwork. They remind us that the essence of ruling groups is to encourage executive managers to focus solely on feathering their own nests, disregarding the interests of efficiency, shareholders, customers, and employees. They also point out that a shared vision is merely a religious fantasy.
On the other hand, markets and traders tend to decentralize economic decision-making, placing it in the hands of those with relevant information. Power becomes less prone to abuse when it is decentralized. Markets do not require altruistic incentives to motivate people to work. In Adam Smith's famous example, butchers do not supply meat to people out of kindness; they do so to make a profit.2 Markets are concerned with profit. Jeremy King grew up in a middle-class family and had never been associated with true wealth. He attended Alberson College, a decent institution but not a top-tier university. After working for five years, he earned an MBA. Twenty years later, he had become exceptionally successful in every aspect.
Born on June 8, 1946, near Toronto, Jeremy King was the youngest of four children. His father worked at a medium-sized manufacturing company