000			02653cam a2200253 4500
003			MIUC
005			20200313100702.0
008			170502s1997 enka 001 | eng
020			_a1857881850
040			_aMIUC _beng _cMIUC
082	0		_a658
100	1		_93583 _aGeus, Arie de
245	1	0	_aThe living company : _bgrowth, learning and longevity in business / _cArie de Geus.
260			_aLondon : _bNicholas Brealey Publishing, _c1997.
300			_a215 p. : _c17 cm.
336			_2rdacontent _atext
504			_aIncludes bibliographical references and index.
505	0		_aPrologue: The lifespan of a company -- Pt. 1. Learning -- Ch. 1. The shift from capitalism to a knowledge society -- Ch. 2. The memory of the future -- Ch. 3. Tools for foresight -- Ch. 4. Decision making as a learning activity -- Pt. 2. Persona (Identity) -- Ch. 5. Only living beings learn -- Ch. 6. Managing for profit or longevity: is there a choice? -- Pt. 3. Ecology -- Ch. 7. Flocking -- Ch. 8. The tolerant company -- Ch. 9. The corporate immune system -- Pt. 4. Evolution -- Ch. 10. Conservatism in financing -- Ch. 11. Power: nobody should have too much -- Epilogue: The company of the future.
520			_aIn The Living Company, the man who introduced the revolutionary concept of the learning organization has turned his attention to identifying the critical characteristics of organizational longevity. Arie de Geus reveals the keys to managing for a long and prosperous organizational life. He draws a sharp distinction between "living companies, " the purpose of which is to fulfill their potential and perpetuate themselves as ongoing communities, and "economic companies, " which are in business solely to produc wealth for a small group of individuals. He shows clearly that living companies manage for survival; economic companies manage for profit. With nearly 40 years of experience at Royal Dutch/Shell, where he was involved firsthand with implementing the renowned scenario planning technique, de Geus describes how he came to explore and understand the special qualities of living companies. Among a wide array of important factors, long-lived companies have four essential traits in common. At a minimum, these firms are sensitive to their environment in order to learn and adapt; cohesive, with a strong sense of identity; tolerant of unconventional thinking and experimentation; and conservative in financial policy to retain the resources that allow for flexibility.
650		0	_949 _aIndustrial management
650		0	_9611 _aCorporations _xCase studies
740	0		_aChildren's crusade.
942			_2ddc _cBK