Phanish Puranam – författare

This book synthesizes a decade of research by the author into fundamental issues in organization design. The result is a novel micro-structural perspective on organizations, which aims to both expand and narrow current thinking. The new perspective takes an expansive view on the kinds of phenomena that can be studied in terms of organization design- such as cross-functional teams, strategic partnerships, buyer-supplier relations, alliance networks, mega-projects, post-merger integration, business groups, open source communities, and crowdsourcing, besides traditional concerns with bureaucratic organizations. At the same time, this approach narrows focus by abstracting away from the variety and complexity of organizations to a few fundamental and universal problems of organizing (that relate to how they aggregate their members' efforts), as well as a few reusable building blocks microstructures (which capture common patterns of interaction between members of an organization). The microstructural approach to organizations will be of interest to researchers and PhD students in management, organization science, and strategy.

This book synthesizes a decade of research by the author into fundamental issues in organization design. The result is a novel micro-structural perspective on organizations, which aims to both expand and narrow current thinking. The new perspective takes an expansive view on the kinds of phenomena that can be studied in terms of organization design- such as cross-functional teams, strategic partnerships, buyer-supplier relations, alliance networks, mega-projects, post-merger integration, business groups, open source communities, and crowdsourcing, besides traditional concerns with bureaucratic organizations. At the same time, this approach narrows focus by abstracting away from the variety and complexity of organizations to a few fundamental and universal problems of organizing (that relate to how they aggregate their members' efforts), as well as a few reusable building blocks microstructures (which capture common patterns of interaction between members of an organization). The microstructural approach to organizations will be of interest to researchers and PhD students in management, organization science, and strategy.

Many companies are not single businesses but a collection of businesses with one or more levels of corporate management. Written for managers, advisors and students aspiring to these roles, this book is a guide to decision-making in the domain of corporate strategy. It arms readers with research-based tools needed to make good corporate strategy decisions and to assess the soundness of the corporate strategy decisions of others. Readers will learn how to do the analysis for answering questions such as 'Should we pursue an alliance or an acquisition to grow?', 'How much should we integrate this acquisition?' and 'Should we divest this business?'. The book draws on the authors' wealth of research and teaching experience at INSEAD, London Business School and University College London. A range of learning aids, including easy-to-comprehend examples, decision templates and FAQs, are provided in the book and on a rich companion website.

Many companies are not single businesses but a collection of businesses with one or more levels of corporate management. Written for managers, advisors and students aspiring to these roles, this book is a guide to decision-making in the domain of corporate strategy. It arms readers with research-based tools needed to make good corporate strategy decisions and to assess the soundness of the corporate strategy decisions of others. Readers will learn how to do the analysis for answering questions such as 'Should we pursue an alliance or an acquisition to grow?', 'How much should we integrate this acquisition?' and 'Should we divest this business?'. The book draws on the authors' wealth of research and teaching experience at INSEAD, London Business School and University College London. A range of learning aids, including easy-to-comprehend examples, decision templates and FAQs, are provided in the book and on a rich companion website.

Thanks to its ability to innovate, the developed world will always have a distinct advantage over the developing world, right? Not according to leading management experts Nirmalya Kumar and Phanish Puranam. In India Inside, the authors draw on their research to show how India is already turning this assumption on its head--often in ways invisible to consumers in the developed world. Through their research and extensive interviews with India-based executives from such companies as AstraZeneca, GE, Infosys, Intel, and Wipro, the authors unveil the dramatic rise in invisible innovation occurring in India--from B2B products and R&D outsourcing to process and management innovation. The book also illuminates Indian companies' growing ability to innovate consumer products that are compact, low-cost, efficient, and robust in the face of harsh environmental conditions. The authors' analysis makes clear that for certain kinds of innovation, the long-held monopoly of the developed world is over.India Inside provides a wake-up call for executives and policy makers in the developed world and a clear-eyed view of both the challenges and opportunities facing multinationals seeking new sources of innovation in the future.