Free PDF Living on the Fault Line : Managing for Shareholder Value in the Age of the Internet, by Geoffrey A. Moore
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Living on the Fault Line : Managing for Shareholder Value in the Age of the Internet, by Geoffrey A. Moore
Free PDF Living on the Fault Line : Managing for Shareholder Value in the Age of the Internet, by Geoffrey A. Moore
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Amazon.com Review
Geoffrey Moore's first two books, Crossing the Chasm and Inside the Tornado, were gospel to a generation of high-tech managers. The challenge those books addressed was how to market and sell according to what he called the "Technology Adoption Life Cycle." In Living on the Fault Line, Moore takes his message to a very different group of execs, those who have never had to worry about marketing technology but who now face the biggest and most disruptive technology life cycle of all--the Internet. Moore contends the Internet has changed everything, and he means it. As many companies are now discovering, market share is worth more than earnings; virtual integration trumps vertical integration; and the IT department, once relegated to a stuffy back office, is no longer "about the business--it is the business." The best proxy of a company's success? Try its stock price. Moore writes, "Stock price is in effect an information system about competitive advantage, it can help you sort through which markets to attack, which strategies to pursue, which partners to endorse, and which tactics to execute.... Capital, in other words, flows to competitive advantage and abandons competitive disadvantage." For some, Moore's prescriptions may seem over the top. But those grappling for a handhold on the Internet economy will find much to ponder here. For example, managers faced with a scarcity of time and resources will find his analysis of core and context a powerful prism to manage by. He defines "core" as activities that differentiate a company in the marketplace and thereby drive its stock price. "Context" is simply everything else the company already does. His suggestion: assign your best people to the core and outsource as much of the context as possible. If you've enjoyed Moore's previous work, you'll find Living on the Fault Line a must. If you've never read Moore before, get this on your bookshelf before your competition does. Engaging and highly readable, this one's a keeper. --Harry C. Edwards
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From Publishers Weekly
Readers looking for "how to" advice, specific examples or more than introductory thinking about how to use a company's stock price as a management lever are bound to come away from this uninspired book disappointed. A consultant and venture capitalist, Moore (Crossing the Chasm; Inside the Tornado) begins by explaining why companies must focus on what they do best-but the concept of "core competencies" has been around for almost a decade. He then goes on to say shareholders reward firms that have a clear competitive advantage in the marketplace. But that idea's probably been around as long as stock markets themselves. The key to gaining that advantage today, Moore argues, is embracing the right technology. Only how can you tell which is the right one? Clearly, Sony thought it was on the right track when it created Beta, only to lose out to the VHS technology that governs most VCRs today, and the thousands of failed software companies dotting Silicon Valley must have thought they were on the right path when they opened their doors. What do all the failures have in common? Moore provides little in the way of answers. He concludes, again as others have before, by suggesting that companies must change their management styles as their core technology matures. But the point would be more telling if he had provided detailed examples of firms that have done that well and those that haven't. Only readers looking for an initial grounding in this area need apply. 6-city author tour; 15-city NPR radio campaign. (June) Copyright 2000 Reed Business Information, Inc.
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Product details
Hardcover: 320 pages
Publisher: HarperBusiness (May 30, 2000)
Language: English
ISBN-10: 0887308880
ISBN-13: 978-0887308888
Product Dimensions:
6.1 x 1 x 9.2 inches
Shipping Weight: 1.4 pounds (View shipping rates and policies)
Average Customer Review:
4.0 out of 5 stars
16 customer reviews
Amazon Best Sellers Rank:
#4,283,071 in Books (See Top 100 in Books)
Geoffrey's Moore's latest book should be required reading for all executives in the age of the Internet. Rather than filling out a theoretically weak book with numerous examples, or building a detailed theory which cannot be applied, Moore has produced a brilliant work of practical business theory. Drawing on and extending his work in Crossing the Chasm, Inside the Tornado, and The Gorilla Game, Moore looks at various stages in the development of businesses, how to manage for shareholder value, how to create and sustain competitive advantage, and how companies with diverse cultures can effectively overcome the innovator's dilemma. Any executive feeling threatened by the Internet, or wishing to take full advantage of discontinuous innovations, should read this book.
In Living on the Fault Line, Moore tries to extend his highly valuable market models to the general business environment. While there are certainly some lessons to be learned through this exercise, in the end his advice rings somewhat shallow.It could be that the new economy is too fresh to stand up to the same in depth analysis that made Crossing the Chasm a ground-breaking book. Only time will tell. The book provides a very good summary and synthesis of earlier work, but does little to truly extend its reach.For those that like Moore's ability to build a good metaphor, this book will not disappoint. But for those looking for the same in-depth examples of previous books, you should look elsewhere. Moore seems short on concrete examples of how his hardware market research applies to the world of e-business.
This was written in the dot com boom era of 2000, and consequently espouses some theories that were ultimately disproven. That said, this book does make one think, and proposes some innovative ways of looking at shareholder value and corporate culture. This book has five major themes-1. Separate core versus context, and outsource context. In short the author encourages outsourcing anything that does not have the potential to significantly improve stock price. He also calls these areas "hygiene" as they have the ability to hurt one through neglect, but will not add significant value. Unfortunately he completely overlooks the costs associated with managing outsourced providers. Since, if done wrong, these functions can significantly hurt your business, there must be quality control, and leaving that to the vendor would be allowing the fox to guard the hen house.2. Understand the source of market value is, in essence, the product of competitive advantage gap (the advantage between your products and competitors') and competitive advantage period (how long the gap will last). While these are obviously qualitative measures, they do present a compelling way of analyzing what will affect market value, and by how much.3. For factors determining competitive advantage, five layers are proposed. From most fundamental to lease significant are technology, value chain domination, market segment leadership, execution/value disciplines, and differentiated products.4. The Technology Adoption Life Cycle (TALC) is summarized and applied, but it is best introduced in "Crossing the Chasm" or "Inside the Tornado" - earlier books by the same author.5. There are four fundamental cultures (Competence, Control, Collaboration, and Cultivation). While individual functional areas tend toward certain ones, the entire company must ultimately identify with the same culture for maximum effectiveness.The book is well written, but it lacks the coherence and focus of the author's earlier books. And having certain theories disproven by time (valuation of visionary companies and value of outsourcing to name the most prominent) doesn't help.
Living on teh Fault Line will mainly be of value to those who are new to working in technology-based businesses.This book combines the perspectives of many different books into one. As a result of spanning so much material, the book operates at about 100,000 feet above sea level. Although the view is breathtaking, you can't see most of the details. For managers and executives, that means being left with concepts that they may have trouble implementing. The way to overcome that weakness is to go on to read other books that do address these issues in more detail like Built to Last and The Innovator's Dilemma.The first part is familiar material about how the Internet is changing business. It goes on to focus on the IT department of a traditional company as the weak link in responding to Internet opportunities and challenges.The second part repeats Moore's shareholder value perspectives from The Gorilla Game (a book I liked much better than this one). Basically, he feels that management and the board should look at the level and direction of stock price as a litmus test on the company's strategy and implementation.Part three hits the high points of relating well in the middle of creating a competitive advantage while technology is changing.Part four discusses how top performance changes at times during a technological wave. This is probably the most interesting part of the book. It is quite well done.Part five examines the key concept of focusing on what creates competitive advantage internally, and getting rid of everything else by outsourcing and partnering. I thought this was a little too simple. In many cases, your internal perspective may be the worst place to try to do key activities. For example, Wal-Mart reportedly began to do better with Internet development after it did more outsourcing in this core area. Keep in mind though that apparently Wal-Mart is still struggling with the Internet. This section was really addressing The Innovator's Dilemma material and concepts.Finally, how do you institutionalize the way your company will attack the Internet and future technologies? This is routine material from a variety of books, and you can skip it if you are well read in business.If you like your business books highly condensed and simplified, you'll rate this book a 5 star. If you like more detail, you'll rate it lower. If you have to have lots of detail, skip this book. It is resistible for you.After you read this book, I suggest you think about when you may communicate at too high a level of generalization. People need it simple. See the excellent book, Simplicity, more more ideas!
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