economics-times

Cusumano lays out the basic relationships between products and service very clearly - and he explores the pitfalls involved with good detail from the companies that he has advised. In this early portion of the book he also offers some very useful metrics to help provide financial sanity checks. There's an interesting "historical" chapter that follows the development of the industry, and then he delves into SW development best practices - which appears to be his particular forte. There's also a good chapter on the start-up phase sprinkled with sage advise.

My copy is full of margin notes and has already been transformed into a powerpoint presentation to share with our team.

All in all I found the book gave me a solid foundation from which to consider the SW biz. It's too easy to lose your sense of direction in this industry. Cusumano's book is like a glowing compass that illuminates the common sense dynamics driving this business. Enlightening, useful, well grounded in examples - and well written.

Cusumano's book reflects on many hot topics that EVERY software executive should be aware of like different software business models with corresponding economic metrics, setting up market segmentation with predictable revenue models, best practices in software development, outsourcing to low-cost countries like India and China etc. Also, Cusumano discusses thoroughly about software entrepreneurship and issues when setting business strategy and what impact venture capitalists could have for a software vendor. I believe that many software organizations do not understand what it really means to be run by venture capital driven Board of Directors. According to the ten case studies outlined in his work, some healthy software companies were pretty much destroyed by VC's and this is certainly not something that one should want to happen. Cusumano lists eight points that one should look at when evaluating software businesses. This was very helpful for me to reflect on and see how my company rates when evaluated against these eight points.

This book should be read by EVERY software executive that wants to be updated of what is going on in the software business. This is one of the very few available books that specifically address the needs of a software businesses and this makes this book even more valuable. Cusumano outlines ten different case studies in his book, some complete failures and some successful and each and every one of these case studies have a lesson that we should learn from. We seem to think that we have seen it all, but the best way to learn is to learn from mistakes and never repeat these mistakes. Unfortunately we tend to forget this rule and I have decided long time ago to learn from others and then apply this knowledge in my own software business. I have introduced several successful products by remembering this rule. I also recommend you to read other books from Cusumano and the experiences that he shares from tens of different businesses.

Each of the book's ten exercises is prefaced by a few pages of explanation and is illustrated with real examples from the author's experience teaching at the Wharton School of Business or from successful leaders who have mastered certain aspects of time management. For example, in a chapter on balancing time and relationships, Webber tells a story of Winston Churchill. Apparently, Churchill was known for his willingness to listen to a subordinate's suggestion even if he later rejected the idea. Webber cautions that you should never be so time-effective on the job that you neglect cultivating relationships with employers, employees or colleagues. In the accompanying exercise, he suggests keeping a list of people important to you and consciously making time to build relationships with them.

The book concludes with a Master Time and Activity Form that helps you plan each day by taking into account values, long- and short-term goals, important tasks and important people.

This book was different. In the first chapter, unlike other texts, it did not simply insists that TQM and other continuous process improvements are of the past and are not good enough for today's business environment. It explains how TQM has its place, if you are already a market leader. However, if you are way below, then TQM will not allow you to reach the apex before you are out of business. Re-engineering is the way.

This immediately pave the way for the rest of the book. The authors are balanced in their views and do not simply advertise the merits of re-engineering. They also cautioned throughout the text on the difficulties and pitfalls of re-engineering. I found their arguments more convincing than most authors.

The examples throughout the book were taken from different industries and prove a source for ideas for any re-engineering effort. The authors came across as extremely experienced in their work.

I would have given it five stars except the last chapter on the human aspect of re-engineering was rather dissapointing. I had expected to learn more from the authors about the very difficult human resource issues in re-engineering. Like most texts, the book mentioned difficulties and dished out textbook solutions without real solutions.

Still, it was one of the best re-engineering texts I have read and I believe it will help me greatly in my assignment.

I also believe that it is extremely useful for any managers or CEOs who want to re-engineer their business. Hammer's classic on re-engineering is not enough. You need to read this book for the practical advice and guiding framework if you are to have any chance for success in re-engineering.

The book is divided into chapters that address the steps in identifying current situations, models for alternative approaches to the challenges identified, and strategies for change and growth. Comprehensive worksheets are provided to assist in working through the steps each nonprofit will need to address if they are to survive. The results of their survey of nonprofits are presented in detail, showing the differences and similarities in thought processes throughout the nonprofit community. It is a very practical and easy to follow system for identifying the issues and challenges your nonprofit faces and steps in planning for a positive and proactive future.

The authors found that when they queried nonprofits, very few considered such options as modifying their mission, collaboration or advocacy. Most focused on cutbacks in staff or programs, or identifying new ways of raising money. While not eliminating these strategies, the book focuses on thinking outside the box - moving beyond basic cuts and fund raising. They believed that these typical responses simply won't work - and explain why. They focus on two broad categories of response they feel nonprofits overlook, Structural Strategies and Engagement Strategies. A large section of the book explains these concepts and outlines ways to achieve a more positive future, for your nonprofit and your community. Information is presented on dealing with engaging your community by identifying arenas of influence and using this information in strategic planning; generating alternative strategies; selecting strategies appropriate in your environment and implementation through collaborative efforts. For those wanting to focus on more traditional approaches, there is a section that details how to identify when to make cuts and effective methods for making efficient cuts.

Emil Angelica came to Orlando in May 2002 to discuss the book and new strategies he has developed since publication. It was very interesting and informative to have the opportunity to reread the book and then listen to his updated concepts. Attending the lecture was an opportunity to have words turned into an animated, personal presentation. Mr. Angelica is a fun, fascinating and organized speaker. His manner compels you to take notes, so as not to miss a single concept. The amount of information offered was almost too much to absorb, but so fascinating you couldn't disengage. Exhausted but exhilarated, was the reaction when he was finished.

Mr. Angelica presented much of the material contained in the book, using a fresh, new approach. He stressed thinking outside the box and involving your entire community. Many of his definitions are new and unexpected ways of approaching old issues. A large amount of the second part of the lecture was focused on the details of identifying, forming and working with collaboratives. Actually, the section on collaboration seemed too detailed and over stressed, more information on the topic than many of the attendees wanted.

I had read the book when it first came out, at that time it was a lot to absorb. Rereading now made so much more sense, hindsight is a great learning tool! The exciting element was having the author present his concepts and beliefs in an energetic, refreshing way, reinforcing the philosophy and adding his dynamic personality to the mix. Thanks, Emil!