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In his new book, Microsoft chairman and CEO Bill Gates discusses how technology can help run businesses better today and how it will transform the nature of business in the near future. Gates stresses the need for managers to view technology not as overhead but as a strategic asset, and offers detailed examples from Microsoft, GM, Dell, and many other successful companies. Companion Web site.
- Sales Rank: #346394 in Books
- Color: Blue
- Brand: Grand Central Publishing
- Published on: 1999-03-01
- Released on: 1999-03-24
- Original language: English
- Number of items: 1
- Dimensions: 9.02" h x 1.25" w x 5.98" l, 2.00 pounds
- Binding: Hardcover
- 496 pages
- ISBN13: 9780446525688
Amazon.com Review
So where do you want to go tomorrow? That's the question Bill Gates tries to answer in Business @ the Speed of Thought. Gates offers a 12-step program for companies wanting to do business in the next millennium. The book's premise: Thanks to technology, the speed of business is accelerating at an ever-increasing rate, and to survive, it must develop an infrastructure--a "digital nervous system"--that allows for the unfettered movement of information inside a company. Gates writes that "The most meaningful way to differentiate your company from your competition ... is to do an outstanding job with information. How you gather, manage, and use information will determine whether you win or lose."
The book is peppered with examples of companies that have already successfully engineered information networks to manage inventory, sales, and customer relationships better. The examples run from Coca-Cola's ability to download sales data from vending machines to Microsoft's own internal practices, such as its reliance on e-mail for company-wide communication and the conversion of most paper processes to digital ones (an assertion that seems somewhat at odds with the now-infamous "by hand on sheets of paper" method of tracking profits that was revealed during Microsoft's antitrust trial).
While Gates breaks no new ground--dozens of authors have been writing about competing on a digital playing field for some time, among them Carl Shapiro and Hal Varian in Information Rules and Patricia Seybold in Customers.com--businesses that want a wakeup call may find this book a ringer. With excerpts in Time magazine, a dedicated Web site, and an all-out media assault, Microsoft is working hard to push Business @ the Speed of Thought into the national dialogue, and for many it will be difficult to see the book as anything but a finely tuned marketing campaign for the forthcoming versions of Windows NT and MS Office. Nevertheless, as Gates has shown time and time again, him, Microsoft, and perhaps even this book you may ignore at your own peril. --Harry C. Edwards
From Booklist
There's a companion Web site , and the back cover carries the message that Gates is donating his share of proceeds to charity. See also Clark's Netscape Time, p.1450. Bonnie Smothers
About the Author
Born on October 28, 1955, in Seattle, Washington, famed entrepreneur Bill Gates began to show an interest in computer programming at age 13. Throughtechnological innovation, keen business strategy and aggressive business tactics, he and partner Paul Allen built the world's largest software business, Microsoft. In the process, Gates became one of the richest men in the world. In February 2014, Gates announced that he was stepping down as Microsoft's chairman.
Arthur Rubinfeld, the architect behind Starbucks' expansion, helped build Starbucks into one of the world' s top brands.
As executive vice president at Starbucks, Rubinfeld built a multi-faceted store development and design organization with the talent, in-house processes, and systems necessary to execute rapid expansion. Under his leadership, Starbucks grew from 100 stores to nearly 4,000 stores worldwide, and established innovative co-tenancy and co-branding relationships with companies ranging from Wells Fargo to Barnes and Noble. Starbucks' store development capabilities remain the standard by which the industry measures brand presentation, real estate site selection, store design, construction management, and asset management.
In 2002, Rubinfeld founded AIRVISION, now emerging as one of the world' s leading developers of integrated brand positioning, strategic growth, retail design, and operations. Since its founding, the AIRVISION team has worked closely on the development of many of the nation' s most recognized brands including Oakley, Gateway, adidas, and Washington Mutual.He can be reached at arthur@airvision.net
Collins Hemingway is best known as the coauthor with Bill Gates on the #1 best-seller, "Business @ the Speed of Thought," and has worked in the business and technology arena for 30 years. A Microsoft director of business development and international marketing, Hemingway was an integral part of the company that virtually defined the digital revolution. Through his firm, Escape Velocity Ventures, he lectures and writes on topics as diverse as management, aviation, medicine, technology futures, and the importance of conscience increating profitable enterprises.
© Copyright Pearson Education. All rights reserved.
Most helpful customer reviews
5 of 7 people found the following review helpful.
Sharing Is Good, But What Should Be Shared?
By Donald Mitchell
One of the primary benefits of a human nervous system is to allow the senses and the mind to be in close contact. This is most helpful to alerting us to opportunities and dangers so we respond more quickly.
When the nervous sytem is working well, this is great. Disease can cause these signals to be scrambled, and the individual fares poorly.
In this book, Mr. Gates argues persuasively for having a digital counterpart to the human nervous system. What he fails to focus on enough is how to identify what data to capture, how to turn it into knowledge, and how to turn knowledge into timely action.
For those subjects, you'll have to read Bill Jensen's book on Simplicity. If you only have time to read one or the other, I suggest Simplicity over Business @ the Speed of Thought.
The wired world easily overwhelms. Timely e-mails can turn into hundreds of e-mails. Data can turn into overwhelming quantities of confusion. Without the skills and tools to do data mining, the digital nervous sytem may just make things worse. Think about it.
A reason for being concerned about this point is the history of Microsoft itself, usually having to buy or copy innovations by others to advance its technology . . . usually arriving after targeted dates with software that crashes all the time . . . usually arriving with software that is so filled with unecessary features that it runs more slowly than typewriters did in the predigital age.
My sense from a recent site visit to Dell Computer is that Dell is far ahead of Microsoft in communicating and acting on information. I suggest you read Direct from Dell instead of this book if you only have time to read two books.
From a man who is supposed to be a great visionary of technology, I was quite disappointed in this book. I only saw a flawed vision that was more backward looking than forward looking.
1 of 3 people found the following review helpful.
Bill Gates continues to lead the field
By Lloyd L. Lehn
This is a must book for anyone who wants to know how to automate the processes in his company. Knowledge Mangement and Customer Relations Management are buzz words. This book eliminates those buzz words and gets down to the baisics of what really matters in a company and keeps the spin machines away. Each chapter is loaded with useful ideas often in the form of examples from real industry. Each chapter ends with a list of issues which the reader should think about in his own company. I have read several parts of this book multiple times.
6 of 6 people found the following review helpful.
Can the World's Foremost Copier Be a Visionary?
By A Customer
Microsoft is renowned for watching trends, finding the best provider of new ideas and services, and buying/copying that innovation. You might call the company, the world's greatest fast follower. With the tremendous market power of its installed base of Windows, the company has moved profitably in a lot of new directions. IBM did the same before the Justice Department made the company allow anyone to use its operating sytem at modest cost. IBM also made lots of money. Was IBM a visionary company at the time? Absolutely not. Does Microsoft's success mean that it is a visionary company now? Probably not. For example, Gate's view of a paperless, electronic world proved to be a real problem during the company's recent antitrust trial with the U.S. government. Electronic records of aggressive behavior and intent kept showing up to contradict Gate's live testimony. Also remember that Gates thought the Internet was a nonstarter until quite recently, when it began its come-from-behind charge against Netscape. Specifically, the weakness of the vision is that it makes a company likely to be too internally focused. You can communicate so well with one another that you do not communicate so well with the customers and others who are important to you. I personally found the vision of Direct from Dell and Customer.com to be much more relevant. Read this book with caution, but do read it because we all need to know where Microsoft plans to take us. We'll have to go there anyway, to some extent.
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