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This book tries to find out how the winners of world's Best Innovator contest have succeeded over the past decade and also explores some unconventional approaches to business model innovation through risk mitigation. The five chapters offer conceptual guidance and provide examples that demonstrate best practice for: building the perpetually innovative company; continuous delivery: learning software innovators' success secrets; innovation that adds value by mitigating risk; Strategic Risk Management; and the Internet of Things: a gold rush of new business models

The title of this eBook is ""Confronting unexplored environments."" The six papers offer guides for strategic leaders as they experiment with new management systems and practices that will allow them to identify opportunities amid uncertainty and to adapt to emerging markets. For example, as more leaders open up their enterprises, the authors of the first paper predict that the most innovative organizations will cooperate in business ecosystems, which are defined as complex webs of interdependent enterprises and relationships that serve customers best by working together. For more than a decad

Customers constantly rethink their choices based on a rapidly expanding information universe. To respond, corporations must learn to continuously provide value in a customer-intimate way, which requires ever faster decision making. Rapid decision making depends upon continuous learning about customer needs given advances in technology and insights into economic prospects. As major opportunities become commercialized to deliver innovative goods and services, new ecosystems of businesses quickly spring up around them, giving rise to more opportunities and more decisions. So it is especially time

Business models and processes are evolving in quicktime to take advantage of opportunities enabled by the rapid advance of digital technology. Meanwhile, the preferences of customers and the jobs they need to do are co-evolving. What's accelerating the transformation of markets is that, using digital networks, customers and other stakeholder can instantly influence the development of new offerings. As a result, upstart businesses that can connect with customers through new social channels burgeon and thrive and long-established segments suddenly wither and vanish. This book identifies several

We are now in the middle of an era when companies compete to give customers what they want, where, how, when and with whom they want it. Call it the creative economy, the social media marketing revolution or stakeholder value innovation, it's happening all around us. So this publication looks forward at how customers are engaging with leading companies to enrich the experience of developing and using products and services, and how these engagement platforms are fostering innovation and in some cases evolving into new businesses units.But the issue also looks backward to a landmark in the value

One of the big mysteries of the current era is "Why are there so many bad leaders in the news and why weren't they identified and excluded during the recruitment screening process?" My guess is that the capabilities and sensitivities corporations have developed to spot bad business unit managers aren't always used to weed out bad candidates for top leadership. Unit managers operate in a world of 360 degree feedback. Increasingly, their job is to steer a participatory democracy where creative talent and technologists speak truth to power, where customers rule, and where almost every facet of their business is instantly on view by their bosses and subordinates. Given all this attention, unit managers who behave self indulgently, arrogantly or mendaciously couldn't keep their office. But what happens when boards get desperate and go looking for savior leaders? Or when boards get greedy and pick a despot to restructure the company and pump the stock? In such cases, I suspect they purposefully don't cull out all the narcissists and tyrants or the self serving, self dramatizing candidates. Another source of bad leaders are the imperialist founders who rule their submissive boards and everyone else. Whatever route bad leaders take to power, we have to cope with them. So this e-book offers feature articles that look at bad leadership and suggest remedies and preventions. They offer lessons that will be helpful to current and potential leaders, their followers and boards.

Frontmatter -- CONTENTS -- MAPS -- TABLES -- PREFACE -- A NOTE ON SPANISH WORDS AND ON WEIGHTS, MEASURES, AND CURRENCY -- ABBREVIATIONS -- 1. Introduction -- 2. Formation in London -- 3. Establishment in Mexico -- 4. Management and Finance -- 5. Mining Operations -- 6. Milling Operations -- 7. Labor -- 8. Supplies -- 9. Real del Monte and Mexico -- 10. Dissolution -- APPENDIX A Contract between the Third Count of Regla and the British Real del Monte Company for the Working of the Regla Mines in Mexico, 1 July 1824 -- APPENDIX B Regulations Drawn up by the British Real del Monte Company for the Underground Working of Its Mines, with Respect to the Partido and the Obligations of the Miners, 1 September 1827 -- BIBLIOGRAPHICAL NOTES -- SELECTED BIBLIOGRAPHY -- INDEX