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 Customer Reviews
The best book on Data Warehousing. Full Stop., 04 Sep 2008
I bought the First Edition of this book over ten years ago, and it helped demystify some of my preconceptions about Data Warehousing. I since buillt upon my experience, along with several highly successful, highly performant warehouse solutions in the Telecoms, Public Services and Banking industries.
In summary - this book works.
One of it's greatest strengths is that it is readable, and easily understood - despite the Initially unusual design techniques. Anyone with database design experience should have no problem following the concepts.
After an initial chapter on the "basics dimensional design" it then explores the subject chapter by chapter using "case studies". You're bound to find one industry you're familiar with, the subjects include Retail Sales, Inventory, Order Processing, HR and Financial Services.
Each case study, explores the fundamentals in further detail, and introduces an additional concept for which a solution is provided.
It's far from a "cook-book" approach, but both myself and colleagues (I've kept in touch with two other people who swear by Ralph Kimball and the toolkit), have relied upon it for solutions through the years.
Take for example, the problem of modling a complex hierarchy of business units which can (in theory) have any number of levels, but users want to analyse data for "Ultimate Parent Companies" or for all the subsidiaries of a given company. Ralph has a solution.
In summary, if you're working in the Business Intelligence industry, as a designer, architect or even an intested project manager - you should understand Dimensional Design techniques, and this is the book the explain them.
Ironically, an alternative book The Data Warehouse ETL Toolkit: Practical Techniques for Extracting, Cleaning, Conforming, and Delivering Data, is suitable if either you're an ETL developer or simply want a good overview of the techniques. Also co-authored by Ralph Kimball, it provides a succinct overview of Dimensional Design along with a description of the thorny issue of ETL.
A good book, 06 Nov 2007
1. I recommend this book for a beginner and advanced users for clear understanding on dimensional modelling.
2. I am happy to say, I received a replacement book since my first order was not delivered to me.
The Bible for starting a Data Warehouse project, 22 Sep 2007
Our organisation was establishing a BI competence centre. This book along with the others in the series offered all the guidance needed to make sense of the terminology - and more importantly gave real-life worked examples rather than just theory. We bought it for everyone on the team.
A must have, 04 Dec 2006
I picked this up about 18 months ago as a primer, and it's still helping me today as I continue to develop new datawarehouse designs. Each time I have to do something for the first time, there's usually a chapter in the book for it. I feel a lot more comfortable having it on my desk!!
Excellent book, 07 Mar 2006
I found this book extrememly useful. I do not come from a database background, I'm more of an analyst but the concepts were well explained and it all made sense.
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Product Description
The Art of Deception is about gaining someone's trust by lying to them and then abusing that trust for fun and profit. Hackers use the euphemism "social engineering" and hacker-guru Kevin Mitnick examines many example scenarios. After Mitnick's first dozen examples anyone responsible for organisational security is going to lose the will to live. It's been said before but people and security are antithetical. Organisations exist to provide a good or service and want helpful friendly employees to promote the good or service. People are social animals who want to be liked. Controlling the human aspects of security means denying someone something. This circle can't be squared. Considering Mitnick's reputation as a hacker guru the least and last point of attack for hackers using social engineering are computers. Most of the scenarios in The Art of Deception work just as well against computer-free organisations and were probably known to the Pheonicians. Technology simply makes it all easier. Phones are faster than letters after all and large organisations mean dealing with lots of strangers. Much of Mitnick's security advice sounds practical until you think about implementation, when you realise more effective security means reducing organisational efficiency: an impossible trade in competitive business. And anyway, who wants to work in an organisation where the rule is "Trust no one"? Mitnick shows how easily security is breached by trust, but without trust people can't live and work together. In the real world effective organisations have to acknowledge total security is a chimera--and carry more insurance. --Steve Patient
Customer Reviews
The best book on Data Warehousing. Full Stop., 04 Sep 2008
I bought the First Edition of this book over ten years ago, and it helped demystify some of my preconceptions about Data Warehousing. I since buillt upon my experience, along with several highly successful, highly performant warehouse solutions in the Telecoms, Public Services and Banking industries.
In summary - this book works.
One of it's greatest strengths is that it is readable, and easily understood - despite the Initially unusual design techniques. Anyone with database design experience should have no problem following the concepts.
After an initial chapter on the "basics dimensional design" it then explores the subject chapter by chapter using "case studies". You're bound to find one industry you're familiar with, the subjects include Retail Sales, Inventory, Order Processing, HR and Financial Services.
Each case study, explores the fundamentals in further detail, and introduces an additional concept for which a solution is provided.
It's far from a "cook-book" approach, but both myself and colleagues (I've kept in touch with two other people who swear by Ralph Kimball and the toolkit), have relied upon it for solutions through the years.
Take for example, the problem of modling a complex hierarchy of business units which can (in theory) have any number of levels, but users want to analyse data for "Ultimate Parent Companies" or for all the subsidiaries of a given company. Ralph has a solution.
In summary, if you're working in the Business Intelligence industry, as a designer, architect or even an intested project manager - you should understand Dimensional Design techniques, and this is the book the explain them.
Ironically, an alternative book The Data Warehouse ETL Toolkit: Practical Techniques for Extracting, Cleaning, Conforming, and Delivering Data, is suitable if either you're an ETL developer or simply want a good overview of the techniques. Also co-authored by Ralph Kimball, it provides a succinct overview of Dimensional Design along with a description of the thorny issue of ETL.
A good book, 06 Nov 2007
1. I recommend this book for a beginner and advanced users for clear understanding on dimensional modelling.
2. I am happy to say, I received a replacement book since my first order was not delivered to me.
The Bible for starting a Data Warehouse project, 22 Sep 2007
Our organisation was establishing a BI competence centre. This book along with the others in the series offered all the guidance needed to make sense of the terminology - and more importantly gave real-life worked examples rather than just theory. We bought it for everyone on the team. A must have, 04 Dec 2006
I picked this up about 18 months ago as a primer, and it's still helping me today as I continue to develop new datawarehouse designs. Each time I have to do something for the first time, there's usually a chapter in the book for it. I feel a lot more comfortable having it on my desk!! Excellent book, 07 Mar 2006
I found this book extrememly useful. I do not come from a database background, I'm more of an analyst but the concepts were well explained and it all made sense. Very good - needless to say more, 10 Nov 2008
A must read for all of those who are even a bit interested in the security aspects.
Highly recommended. Utterly repetitive, 13 Jun 2008
The first 50 pages were great. Then gradually I began to realise that the whole book is just a repetition of the same theme. All the stories follow the same pattern and you might as well stop reading after the first couple of chapters when the basic techniques have been demonstrated by way of fictional examples, After that virtually nothing new is learnt. Interesting read, but falls short, 04 May 2007
Rather too much self-congratulation for my liking, and the fact that the stories are fictional reduces their credibility. Having said that, I can well believe the vulnerability of an organisation in the hands of a skilled con artist. Entertaining Read, 07 Dec 2004
The Art of Deception provided more of an entertaining read, than a "How To" book. Whilst I would reccomend the book to anyone interested in network security, I wouldnt reccomend it to those who physically want to go and do it themselves. The book is influenced more on to defending yourself, than attacking others. The book is full of entertaining little stories about how 'social engineers' are able to obtain sensitive information, just by 'asking for it', along with explainations of the techniques used, why it worked, and how you can prevent something similar happening to you. Given the content, and the quality of the book, it is definitely worth the money. Just dont be dissapointed if you were looking to be able to go and do it yourself.
Well worth reading, 24 Jun 2004
An excellent read giving a great insight into how people can be easily duped. Not a handbook to begin hacking but an overview of techniques so that anybody who is worried about Information Security can be aware of the methods employed by Hackers and put in place procedures to prevent unauthorised access to data. Written by the "definitive" hacker who has now turned his energy and expertise to the benefit of all. Well written and easy to read even if you're not a techi'. Not full of jargon or assumptions. BUY IT NOW
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Customer Reviews
The best book on Data Warehousing. Full Stop., 04 Sep 2008
I bought the First Edition of this book over ten years ago, and it helped demystify some of my preconceptions about Data Warehousing. I since buillt upon my experience, along with several highly successful, highly performant warehouse solutions in the Telecoms, Public Services and Banking industries.
In summary - this book works.
One of it's greatest strengths is that it is readable, and easily understood - despite the Initially unusual design techniques. Anyone with database design experience should have no problem following the concepts.
After an initial chapter on the "basics dimensional design" it then explores the subject chapter by chapter using "case studies". You're bound to find one industry you're familiar with, the subjects include Retail Sales, Inventory, Order Processing, HR and Financial Services.
Each case study, explores the fundamentals in further detail, and introduces an additional concept for which a solution is provided.
It's far from a "cook-book" approach, but both myself and colleagues (I've kept in touch with two other people who swear by Ralph Kimball and the toolkit), have relied upon it for solutions through the years.
Take for example, the problem of modling a complex hierarchy of business units which can (in theory) have any number of levels, but users want to analyse data for "Ultimate Parent Companies" or for all the subsidiaries of a given company. Ralph has a solution.
In summary, if you're working in the Business Intelligence industry, as a designer, architect or even an intested project manager - you should understand Dimensional Design techniques, and this is the book the explain them.
Ironically, an alternative book The Data Warehouse ETL Toolkit: Practical Techniques for Extracting, Cleaning, Conforming, and Delivering Data, is suitable if either you're an ETL developer or simply want a good overview of the techniques. Also co-authored by Ralph Kimball, it provides a succinct overview of Dimensional Design along with a description of the thorny issue of ETL.
A good book, 06 Nov 2007
1. I recommend this book for a beginner and advanced users for clear understanding on dimensional modelling.
2. I am happy to say, I received a replacement book since my first order was not delivered to me.
The Bible for starting a Data Warehouse project, 22 Sep 2007
Our organisation was establishing a BI competence centre. This book along with the others in the series offered all the guidance needed to make sense of the terminology - and more importantly gave real-life worked examples rather than just theory. We bought it for everyone on the team. A must have, 04 Dec 2006
I picked this up about 18 months ago as a primer, and it's still helping me today as I continue to develop new datawarehouse designs. Each time I have to do something for the first time, there's usually a chapter in the book for it. I feel a lot more comfortable having it on my desk!! Excellent book, 07 Mar 2006
I found this book extrememly useful. I do not come from a database background, I'm more of an analyst but the concepts were well explained and it all made sense. Very good - needless to say more, 10 Nov 2008
A must read for all of those who are even a bit interested in the security aspects.
Highly recommended. Utterly repetitive, 13 Jun 2008
The first 50 pages were great. Then gradually I began to realise that the whole book is just a repetition of the same theme. All the stories follow the same pattern and you might as well stop reading after the first couple of chapters when the basic techniques have been demonstrated by way of fictional examples, After that virtually nothing new is learnt. Interesting read, but falls short, 04 May 2007
Rather too much self-congratulation for my liking, and the fact that the stories are fictional reduces their credibility. Having said that, I can well believe the vulnerability of an organisation in the hands of a skilled con artist. Entertaining Read, 07 Dec 2004
The Art of Deception provided more of an entertaining read, than a "How To" book. Whilst I would reccomend the book to anyone interested in network security, I wouldnt reccomend it to those who physically want to go and do it themselves. The book is influenced more on to defending yourself, than attacking others. The book is full of entertaining little stories about how 'social engineers' are able to obtain sensitive information, just by 'asking for it', along with explainations of the techniques used, why it worked, and how you can prevent something similar happening to you. Given the content, and the quality of the book, it is definitely worth the money. Just dont be dissapointed if you were looking to be able to go and do it yourself.
Well worth reading, 24 Jun 2004
An excellent read giving a great insight into how people can be easily duped. Not a handbook to begin hacking but an overview of techniques so that anybody who is worried about Information Security can be aware of the methods employed by Hackers and put in place procedures to prevent unauthorised access to data. Written by the "definitive" hacker who has now turned his energy and expertise to the benefit of all. Well written and easy to read even if you're not a techi'. Not full of jargon or assumptions. BUY IT NOW
Useful analysis of the ongoing transformation of business, 25 Sep 2008
Unlike many books on new economies or global changes, this work cites examples from around the world. C. K. Prahalad and M. S. Krishnan provide illustrative case studies from firms in India, Canada, the United States, Europe and elsewhere. They examine the various interactions among these firms and locales, grounding their theoretical discussions in reality. To add even more clarity, they also include many drawings and charts; unfortunately, these tend to force a simplistic Cartesian graphing system onto complex changes. Likewise, their abbreviations are more memorable than clear. Overall, though, these are minor glitches in an innovative and useful study. The authors' analyses of how firms are interacting internationally, and redesigning themselves and the nature of business in the process, are both interesting and valuable. Its discussions of broad trends are unusually well-informed. getAbstract recommends this book to executives and others committed to keeping up with change, especially on a large, even global, scale.
Prahalad NEEDS Gary Hamel, 20 Jul 2008
Well, i bought this book with great expectations. However after reading it, i was very disappointed with it. Hardly any interesting insights and i was falling asleep reading this book. The absurd use of this phoney management formula really started to get on my nerves i.e. n=1 etc. Yawn yawn. I can see why Prahalad wrote with Gary Hamel- HE NEEDED Gary Hamel probably more than Gary Hamel needed Prahalad. This book is apauling so take my advice and DONT BUY IT
How to prosper in the "N = 1 and R = G" world, 02 May 2008
I have read and then reviewed all of C.K. Prahalad's previous books and thus was especially interested in reading this book, co-authored with M.S. Krishnan. As they explain in the Introduction, "We view innovation as shaping consumer expectations as well as responding continually to the changing demands, behaviors, and experiences pf consumers. We must do this by accessing the best talent and resources available anywhere in the world. These two ideas must be connected - the resources of many to satisfy the needs of one.. We suggest that this is possible only if we pay attention to the glue that enables ideas to be transformed into operations. We will focus on the business processes and analytics as the glue."
Prahalad and Krishnan acknowledge that there is a fundamental transformation now underway, worldwide, that will radically alter the very nature of an enterprise and how it creates value. This foundation of this transformation has two basic pillars:
1. "Value is based on unique, personalized experiences of consumers. [begin italics] The focus is on the centrality of the individual. [end italics] We will designate this pillar as N = 1 (one consumer at a time.)"
"2. No firm is big enough in scope and size to satisfy the experiences of one consumer at a time. [begin italics] The focus is on access to resources, not ownership of resources. [end italics] We will designate this [pillar as R = G (resources from multiple vendors and often from around the globe)."
There are several key elements of this transformation. Prahalad and Krishnan focus on five: Value is shifting from products to solutions to experience; all companies seek access to the talent, components, products, and services they need from the best sources; flexible systems are a prerequisite and must be developed; resources in a company's ecosystem must be continually configured; and finally, specific models must be developed that enable a company to focus on one consumer from among the millions. These are indeed formidable challenges. Prahalad and Krishnan suggest a number of strategies and tactics to consider when responding to them. When proceeding through the rigorously and eloquent narrative of this book, it is imperative to keep in mind that their ultimate objective is to help companies to prosper in this "N = 1 and R = G" world. To that end, they share the most important business lessons learned from a number of exemplary companies that include Amazon.com, Apple Computer, eBay, Google, ICIC Bank, Tata Consultancy Services (TCS), Unilever, and United Parcel Service (UPS).
To me, some of the most valuable material is provided in Chapter 5 (Pages 109-145) as Prahalad and Krishnan discuss the requirements of an information and communication technology (ICT) architecture and the governance mechanisms that can connect business processes and analytics to data and applications. In one of several graphics, Table 4.1 (Pages 124-126), they summarize the specificati9ons of the new ICT architecture in terms of four categories (i.e. "buckets"): Confronting Reality (e.g. capacity to link large systems and multiple databases), Compliance and Change (e.g. regulatory compliance and change), Evolving Capabilities (e.g. Security and privacy of data), and Enabling Foundations (e.g. from transaction-driven to event-driven systems).
Given the fundamental shift in the focus, the sources, and the processes of innovation and value creation, what do suggest for an agenda for managers to consider? They respond to that question in the final chapter. Specifically, they invoke a metaphor --- The New House of innovation - whose design and construction must be viewed as an "integrated package" in terms of its architecture, construction materials, and subsequent maintenance. The organizational transformation process must also be comprehensive and cohesive during a transition period (i.e. a "migration") of management practices to develop new skills, attitudes, and behaviors. It remains for decision-makers in each organization to design and then build its own new house pf innovation. Fortunately, they can use the information and counsel that C.K. Prahalad and M.S. Krishnan provide to guide and inform those initiatives.
Those who share my high regard for this brilliant volume are urged to check out Competing in a Flat World: Building Enterprises for a Borderless World co-authored by Victor Fung, William Fung, and Yoram (Jerry) Wind as well as Competing on Analytics: The New Science of Winning co-authored by Thomas Davenport and Jeanne Harris. Also Enterprise Architecture as Strategy: Creating a Foundation for Business Execution co-authored by Jeanne Ross, Peter Weill and David Robertson and Dean Spitzer's Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success.
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Customer Reviews
The best book on Data Warehousing. Full Stop., 04 Sep 2008
I bought the First Edition of this book over ten years ago, and it helped demystify some of my preconceptions about Data Warehousing. I since buillt upon my experience, along with several highly successful, highly performant warehouse solutions in the Telecoms, Public Services and Banking industries.
In summary - this book works.
One of it's greatest strengths is that it is readable, and easily understood - despite the Initially unusual design techniques. Anyone with database design experience should have no problem following the concepts.
After an initial chapter on the "basics dimensional design" it then explores the subject chapter by chapter using "case studies". You're bound to find one industry you're familiar with, the subjects include Retail Sales, Inventory, Order Processing, HR and Financial Services.
Each case study, explores the fundamentals in further detail, and introduces an additional concept for which a solution is provided.
It's far from a "cook-book" approach, but both myself and colleagues (I've kept in touch with two other people who swear by Ralph Kimball and the toolkit), have relied upon it for solutions through the years.
Take for example, the problem of modling a complex hierarchy of business units which can (in theory) have any number of levels, but users want to analyse data for "Ultimate Parent Companies" or for all the subsidiaries of a given company. Ralph has a solution.
In summary, if you're working in the Business Intelligence industry, as a designer, architect or even an intested project manager - you should understand Dimensional Design techniques, and this is the book the explain them.
Ironically, an alternative book The Data Warehouse ETL Toolkit: Practical Techniques for Extracting, Cleaning, Conforming, and Delivering Data, is suitable if either you're an ETL developer or simply want a good overview of the techniques. Also co-authored by Ralph Kimball, it provides a succinct overview of Dimensional Design along with a description of the thorny issue of ETL.
A good book, 06 Nov 2007
1. I recommend this book for a beginner and advanced users for clear understanding on dimensional modelling.
2. I am happy to say, I received a replacement book since my first order was not delivered to me.
The Bible for starting a Data Warehouse project, 22 Sep 2007
Our organisation was establishing a BI competence centre. This book along with the others in the series offered all the guidance needed to make sense of the terminology - and more importantly gave real-life worked examples rather than just theory. We bought it for everyone on the team. A must have, 04 Dec 2006
I picked this up about 18 months ago as a primer, and it's still helping me today as I continue to develop new datawarehouse designs. Each time I have to do something for the first time, there's usually a chapter in the book for it. I feel a lot more comfortable having it on my desk!! Excellent book, 07 Mar 2006
I found this book extrememly useful. I do not come from a database background, I'm more of an analyst but the concepts were well explained and it all made sense. Very good - needless to say more, 10 Nov 2008
A must read for all of those who are even a bit interested in the security aspects.
Highly recommended. Utterly repetitive, 13 Jun 2008
The first 50 pages were great. Then gradually I began to realise that the whole book is just a repetition of the same theme. All the stories follow the same pattern and you might as well stop reading after the first couple of chapters when the basic techniques have been demonstrated by way of fictional examples, After that virtually nothing new is learnt. Interesting read, but falls short, 04 May 2007
Rather too much self-congratulation for my liking, and the fact that the stories are fictional reduces their credibility. Having said that, I can well believe the vulnerability of an organisation in the hands of a skilled con artist. Entertaining Read, 07 Dec 2004
The Art of Deception provided more of an entertaining read, than a "How To" book. Whilst I would reccomend the book to anyone interested in network security, I wouldnt reccomend it to those who physically want to go and do it themselves. The book is influenced more on to defending yourself, than attacking others. The book is full of entertaining little stories about how 'social engineers' are able to obtain sensitive information, just by 'asking for it', along with explainations of the techniques used, why it worked, and how you can prevent something similar happening to you. Given the content, and the quality of the book, it is definitely worth the money. Just dont be dissapointed if you were looking to be able to go and do it yourself.
Well worth reading, 24 Jun 2004
An excellent read giving a great insight into how people can be easily duped. Not a handbook to begin hacking but an overview of techniques so that anybody who is worried about Information Security can be aware of the methods employed by Hackers and put in place procedures to prevent unauthorised access to data. Written by the "definitive" hacker who has now turned his energy and expertise to the benefit of all. Well written and easy to read even if you're not a techi'. Not full of jargon or assumptions. BUY IT NOW
Useful analysis of the ongoing transformation of business, 25 Sep 2008
Unlike many books on new economies or global changes, this work cites examples from around the world. C. K. Prahalad and M. S. Krishnan provide illustrative case studies from firms in India, Canada, the United States, Europe and elsewhere. They examine the various interactions among these firms and locales, grounding their theoretical discussions in reality. To add even more clarity, they also include many drawings and charts; unfortunately, these tend to force a simplistic Cartesian graphing system onto complex changes. Likewise, their abbreviations are more memorable than clear. Overall, though, these are minor glitches in an innovative and useful study. The authors' analyses of how firms are interacting internationally, and redesigning themselves and the nature of business in the process, are both interesting and valuable. Its discussions of broad trends are unusually well-informed. getAbstract recommends this book to executives and others committed to keeping up with change, especially on a large, even global, scale.
Prahalad NEEDS Gary Hamel, 20 Jul 2008
Well, i bought this book with great expectations. However after reading it, i was very disappointed with it. Hardly any interesting insights and i was falling asleep reading this book. The absurd use of this phoney management formula really started to get on my nerves i.e. n=1 etc. Yawn yawn. I can see why Prahalad wrote with Gary Hamel- HE NEEDED Gary Hamel probably more than Gary Hamel needed Prahalad. This book is apauling so take my advice and DONT BUY IT
How to prosper in the "N = 1 and R = G" world, 02 May 2008
I have read and then reviewed all of C.K. Prahalad's previous books and thus was especially interested in reading this book, co-authored with M.S. Krishnan. As they explain in the Introduction, "We view innovation as shaping consumer expectations as well as responding continually to the changing demands, behaviors, and experiences pf consumers. We must do this by accessing the best talent and resources available anywhere in the world. These two ideas must be connected - the resources of many to satisfy the needs of one.. We suggest that this is possible only if we pay attention to the glue that enables ideas to be transformed into operations. We will focus on the business processes and analytics as the glue."
Prahalad and Krishnan acknowledge that there is a fundamental transformation now underway, worldwide, that will radically alter the very nature of an enterprise and how it creates value. This foundation of this transformation has two basic pillars:
1. "Value is based on unique, personalized experiences of consumers. [begin italics] The focus is on the centrality of the individual. [end italics] We will designate this pillar as N = 1 (one consumer at a time.)"
"2. No firm is big enough in scope and size to satisfy the experiences of one consumer at a time. [begin italics] The focus is on access to resources, not ownership of resources. [end italics] We will designate this [pillar as R = G (resources from multiple vendors and often from around the globe)."
There are several key elements of this transformation. Prahalad and Krishnan focus on five: Value is shifting from products to solutions to experience; all companies seek access to the talent, components, products, and services they need from the best sources; flexible systems are a prerequisite and must be developed; resources in a company's ecosystem must be continually configured; and finally, specific models must be developed that enable a company to focus on one consumer from among the millions. These are indeed formidable challenges. Prahalad and Krishnan suggest a number of strategies and tactics to consider when responding to them. When proceeding through the rigorously and eloquent narrative of this book, it is imperative to keep in mind that their ultimate objective is to help companies to prosper in this "N = 1 and R = G" world. To that end, they share the most important business lessons learned from a number of exemplary companies that include Amazon.com, Apple Computer, eBay, Google, ICIC Bank, Tata Consultancy Services (TCS), Unilever, and United Parcel Service (UPS).
To me, some of the most valuable material is provided in Chapter 5 (Pages 109-145) as Prahalad and Krishnan discuss the requirements of an information and communication technology (ICT) architecture and the governance mechanisms that can connect business processes and analytics to data and applications. In one of several graphics, Table 4.1 (Pages 124-126), they summarize the specificati9ons of the new ICT architecture in terms of four categories (i.e. "buckets"): Confronting Reality (e.g. capacity to link large systems and multiple databases), Compliance and Change (e.g. regulatory compliance and change), Evolving Capabilities (e.g. Security and privacy of data), and Enabling Foundations (e.g. from transaction-driven to event-driven systems).
Given the fundamental shift in the focus, the sources, and the processes of innovation and value creation, what do suggest for an agenda for managers to consider? They respond to that question in the final chapter. Specifically, they invoke a metaphor --- The New House of innovation - whose design and construction must be viewed as an "integrated package" in terms of its architecture, construction materials, and subsequent maintenance. The organizational transformation process must also be comprehensive and cohesive during a transition period (i.e. a "migration") of management practices to develop new skills, attitudes, and behaviors. It remains for decision-makers in each organization to design and then build its own new house pf innovation. Fortunately, they can use the information and counsel that C.K. Prahalad and M.S. Krishnan provide to guide and inform those initiatives.
Those who share my high regard for this brilliant volume are urged to check out Competing in a Flat World: Building Enterprises for a Borderless World co-authored by Victor Fung, William Fung, and Yoram (Jerry) Wind as well as Competing on Analytics: The New Science of Winning co-authored by Thomas Davenport and Jeanne Harris. Also Enterprise Architecture as Strategy: Creating a Foundation for Business Execution co-authored by Jeanne Ross, Peter Weill and David Robertson and Dean Spitzer's Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success.
How to achieve and then sustain superior execution , 15 Aug 2006
I do not recall reading another business book in recent years which I found more intellectually stimulating...and practical. Where to begin? Perhaps the most appropriate approach would be to quote the authors. In their Preface, Ross, Weill, and Robertson suggest that, until now, research and executive education have failed to make a breakthrough in understanding and improving IT architecture efforts. They then recall Albert Einstein's observation, "The significant problems we face cannot be solved by the same level of thinking that created them." What do the authors recommend? "The focus needs to be higher - on [in italics] enterprise architecture [end italics], the organizing logic for core business processes and IT infrastructure reflecting the standardization and integration of a company's operating model...[Therefore] enterprise architecture boils down to these two concepts: business process integration and business process standardization. In short, enterprise architecture is not an IT issue - it's a business issue."
Ross, Weill, and Robertson arrived at their conclusions after rigorous and extensive research which revealed what certain top-performing organizations do and how they do it. In this volume, they share what they learned so that other organizations can be guided and informed in their efforts to improve their own performance. More specifically, they respond to questions such as these:
1. What are the most common symptoms ("warning signs") of an inadequate foundation for execution?
2. Which three disciplines must be mastered in order to build one which is solid?
3. What are the key dimensions of an appropriate business model?
4. How to implement the operating model via enterprise architecture?
5. What are the four stages of enterprise architecture development and how must each be navigated?
6. What are the specific benefits during the implementation of the enterprise architecture?
7. When establishing a foundation for execution, why is it best to build it "one project at a time"?
8. How can - and should - enterprise architecture be helpful when outsourcing?
9. How to leverage its foundation for profitable growth?
10. What are the "Top Ten Leadership Principles" for creating and exploiting a foundation for execution?
With regard to the last question, it is important to keep in mind that Ross, Weill, and Robertson's recommendations refer to enterprise-wide initiatives. Therefore, there must be effective leadership at all levels and in all areas of a given organization while creating a foundation for business execution. Everyone involved must be committed to the foundation, help to identify and remove barriers to progress, "feed the core" with continuous experimentation, use the architecture as a "compass and communication tool," and collaborate with others while proceeding through each stage. These are the capabilities of exemplary companies such as Merrill Lynch Global Private Client, Dow Chemical, JM Family Enterprises, and TD Bankworth. "And what makes [these capabilities] a competitive advantage is that only a small percentage of companies do it well - we estimate 5 percent of firms or less." I presume to suggest that the material in this book is relevant to all organizations, regardless of size or nature. Even with their differences in terms of scale and available resources, they face the same challenge: effective application of the principles recommended by the authors.
In the final chapter, Ross, Weill, and Robertson identify and briefly discuss a number of pressures that will make a foundation for execution even more important in the coming years. They explain why companies which have learned how to implement and manage standardized and integrated processes are best prepared for the realities of the marketplace. "A foundation for execution allows a company to automate predictable processes so management can focus on higher-value tasks like innovating, partnering, and identifying new opportunities. The foundation empowers employees and enriches jobs by reducing redundant and tedious tasks while providing the information needed to innovate and customize."
After reading this brilliant book, many executives will conclude that their organization lacks a solid foundation for business execution. They will have become convinced by Ross, Weill, and Robertson of the importance of enterprise architecture as strategy. Now they are not only willing but eager to enlist the support of others to engage their organization in what is certain to be a difficult (albeit essential) "design and construction" process. However, people need to be convinced. They usually have the same two questions: "Why must we do this?" and "What's in it for me?" Fortunately, everything needed to answer these two questions is provided in the final chapter and the same material will also be invaluable during the preparation of a formal proposal to obtain institutional support throughout the given enterprise.
To Ross, Weill, and Robertson, I offer "Bravo!"
Those who share my high regard for this book are urged to check out James O'Toole and Edward E. Lawler III's The New American Workplace, Lawler and Christopher G. Worley's Built to Change, Richard Boyatzis and Annie McKee's Resonant Leadership, and George S. Day and Paul J.H. Schoemaker's Peripheral Vision.
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Product Description
When new-car developers at Ford Motor Company wanted to learn why the original Taurus design team was so successful, no-one could tell them. No-one remembered or had recorded what made that effort so special; the knowledge gained in the Taurus project was lost forever. Indeed, the most valuable asset in any company is probably also its most elusive and difficult to manage: knowledge. Authors Thomas H Davenport and Laurence Prusak assert that learning how to identify, manage and foster knowledge is vital for companies who hope to compete in today's fast-moving global economy. Working Knowledge examines how knowledge can be nurtured in organisations. Building trust throughout a company is the key to creating a knowledge-orientated corporate culture, a positive environment in which employees are encouraged to make decisions that are efficient, productive and innovative. The book includes numerous examples of successful knowledge projects at companies such as British Petroleum, 3M, Mobil Oil and Hewlett-Packard. Concise and clearly written, Working Knowledge is an excellent resource for managers who want to better harness the experience and wisdom within their organisations. --Jake Bond
Customer Reviews
The best book on Data Warehousing. Full Stop., 04 Sep 2008
I bought the First Edition of this book over ten years ago, and it helped demystify some of my preconceptions about Data Warehousing. I since buillt upon my experience, along with several highly successful, highly performant warehouse solutions in the Telecoms, Public Services and Banking industries.
In summary - this book works.
One of it's greatest strengths is that it is readable, and easily understood - despite the Initially unusual design techniques. Anyone with database design experience should have no problem following the concepts.
After an initial chapter on the "basics dimensional design" it then explores the subject chapter by chapter using "case studies". You're bound to find one industry you're familiar with, the subjects include Retail Sales, Inventory, Order Processing, HR and Financial Services.
Each case study, explores the fundamentals in further detail, and introduces an additional concept for which a solution is provided.
It's far from a "cook-book" approach, but both myself and colleagues (I've kept in touch with two other people who swear by Ralph Kimball and the toolkit), have relied upon it for solutions through the years.
Take for example, the problem of modling a complex hierarchy of business units which can (in theory) have any number of levels, but users want to analyse data for "Ultimate Parent Companies" or for all the subsidiaries of a given company. Ralph has a solution.
In summary, if you're working in the Business Intelligence industry, as a designer, architect or even an intested project manager - you should understand Dimensional Design techniques, and this is the book the explain them.
Ironically, an alternative book The Data Warehouse ETL Toolkit: Practical Techniques for Extracting, Cleaning, Conforming, and Delivering Data, is suitable if either you're an ETL developer or simply want a good overview of the techniques. Also co-authored by Ralph Kimball, it provides a succinct overview of Dimensional Design along with a description of the thorny issue of ETL.
A good book, 06 Nov 2007
1. I recommend this book for a beginner and advanced users for clear understanding on dimensional modelling.
2. I am happy to say, I received a replacement book since my first order was not delivered to me.
The Bible for starting a Data Warehouse project, 22 Sep 2007
Our organisation was establishing a BI competence centre. This book along with the others in the series offered all the guidance needed to make sense of the terminology - and more importantly gave real-life worked examples rather than just theory. We bought it for everyone on the team. A must have, 04 Dec 2006
I picked this up about 18 months ago as a primer, and it's still helping me today as I continue to develop new datawarehouse designs. Each time I have to do something for the first time, there's usually a chapter in the book for it. I feel a lot more comfortable having it on my desk!! Excellent book, 07 Mar 2006
I found this book extrememly useful. I do not come from a database background, I'm more of an analyst but the concepts were well explained and it all made sense. Very good - needless to say more, 10 Nov 2008
A must read for all of those who are even a bit interested in the security aspects.
Highly recommended. Utterly repetitive, 13 Jun 2008
The first 50 pages were great. Then gradually I began to realise that the whole book is just a repetition of the same theme. All the stories follow the same pattern and you might as well stop reading after the first couple of chapters when the basic techniques have been demonstrated by way of fictional examples, After that virtually nothing new is learnt. Interesting read, but falls short, 04 May 2007
Rather too much self-congratulation for my liking, and the fact that the stories are fictional reduces their credibility. Having said that, I can well believe the vulnerability of an organisation in the hands of a skilled con artist. Entertaining Read, 07 Dec 2004
The Art of Deception provided more of an entertaining read, than a "How To" book. Whilst I would reccomend the book to anyone interested in network security, I wouldnt reccomend it to those who physically want to go and do it themselves. The book is influenced more on to defending yourself, than attacking others. The book is full of entertaining little stories about how 'social engineers' are able to obtain sensitive information, just by 'asking for it', along with explainations of the techniques used, why it worked, and how you can prevent something similar happening to you. Given the content, and the quality of the book, it is definitely worth the money. Just dont be dissapointed if you were looking to be able to go and do it yourself.
Well worth reading, 24 Jun 2004
An excellent read giving a great insight into how people can be easily duped. Not a handbook to begin hacking but an overview of techniques so that anybody who is worried about Information Security can be aware of the methods employed by Hackers and put in place procedures to prevent unauthorised access to data. Written by the "definitive" hacker who has now turned his energy and expertise to the benefit of all. Well written and easy to read even if you're not a techi'. Not full of jargon or assumptions. BUY IT NOW
Useful analysis of the ongoing transformation of business, 25 Sep 2008
Unlike many books on new economies or global changes, this work cites examples from around the world. C. K. Prahalad and M. S. Krishnan provide illustrative case studies from firms in India, Canada, the United States, Europe and elsewhere. They examine the various interactions among these firms and locales, grounding their theoretical discussions in reality. To add even more clarity, they also include many drawings and charts; unfortunately, these tend to force a simplistic Cartesian graphing system onto complex changes. Likewise, their abbreviations are more memorable than clear. Overall, though, these are minor glitches in an innovative and useful study. The authors' analyses of how firms are interacting internationally, and redesigning themselves and the nature of business in the process, are both interesting and valuable. Its discussions of broad trends are unusually well-informed. getAbstract recommends this book to executives and others committed to keeping up with change, especially on a large, even global, scale.
Prahalad NEEDS Gary Hamel, 20 Jul 2008
Well, i bought this book with great expectations. However after reading it, i was very disappointed with it. Hardly any interesting insights and i was falling asleep reading this book. The absurd use of this phoney management formula really started to get on my nerves i.e. n=1 etc. Yawn yawn. I can see why Prahalad wrote with Gary Hamel- HE NEEDED Gary Hamel probably more than Gary Hamel needed Prahalad. This book is apauling so take my advice and DONT BUY IT
How to prosper in the "N = 1 and R = G" world, 02 May 2008
I have read and then reviewed all of C.K. Prahalad's previous books and thus was especially interested in reading this book, co-authored with M.S. Krishnan. As they explain in the Introduction, "We view innovation as shaping consumer expectations as well as responding continually to the changing demands, behaviors, and experiences pf consumers. We must do this by accessing the best talent and resources available anywhere in the world. These two ideas must be connected - the resources of many to satisfy the needs of one.. We suggest that this is possible only if we pay attention to the glue that enables ideas to be transformed into operations. We will focus on the business processes and analytics as the glue."
Prahalad and Krishnan acknowledge that there is a fundamental transformation now underway, worldwide, that will radically alter the very nature of an enterprise and how it creates value. This foundation of this transformation has two basic pillars:
1. "Value is based on unique, personalized experiences of consumers. [begin italics] The focus is on the centrality of the individual. [end italics] We will designate this pillar as N = 1 (one consumer at a time.)"
"2. No firm is big enough in scope and size to satisfy the experiences of one consumer at a time. [begin italics] The focus is on access to resources, not ownership of resources. [end italics] We will designate this [pillar as R = G (resources from multiple vendors and often from around the globe)."
There are several key elements of this transformation. Prahalad and Krishnan focus on five: Value is shifting from products to solutions to experience; all companies seek access to the talent, components, products, and services they need from the best sources; flexible systems are a prerequisite and must be developed; resources in a company's ecosystem must be continually configured; and finally, specific models must be developed that enable a company to focus on one consumer from among the millions. These are indeed formidable challenges. Prahalad and Krishnan suggest a number of strategies and tactics to consider when responding to them. When proceeding through the rigorously and eloquent narrative of this book, it is imperative to keep in mind that their ultimate objective is to help companies to prosper in this "N = 1 and R = G" world. To that end, they share the most important business lessons learned from a number of exemplary companies that include Amazon.com, Apple Computer, eBay, Google, ICIC Bank, Tata Consultancy Services (TCS), Unilever, and United Parcel Service (UPS).
To me, some of the most valuable material is provided in Chapter 5 (Pages 109-145) as Prahalad and Krishnan discuss the requirements of an information and communication technology (ICT) architecture and the governance mechanisms that can connect business processes and analytics to data and applications. In one of several graphics, Table 4.1 (Pages 124-126), they summarize the specificati9ons of the new ICT architecture in terms of four categories (i.e. "buckets"): Confronting Reality (e.g. capacity to link large systems and multiple databases), Compliance and Change (e.g. regulatory compliance and change), Evolving Capabilities (e.g. Security and privacy of data), and Enabling Foundations (e.g. from transaction-driven to event-driven systems).
Given the fundamental shift in the focus, the sources, and the processes of innovation and value creation, what do suggest for an agenda for managers to consider? They respond to that question in the final chapter. Specifically, they invoke a metaphor --- The New House of innovation - whose design and construction must be viewed as an "integrated package" in terms of its architecture, construction materials, and subsequent maintenance. The organizational transformation process must also be comprehensive and cohesive during a transition period (i.e. a "migration") of management practices to develop new skills, attitudes, and behaviors. It remains for decision-makers in each organization to design and then build its own new house pf innovation. Fortunately, they can use the information and counsel that C.K. Prahalad and M.S. Krishnan provide to guide and inform those initiatives.
Those who share my high regard for this brilliant volume are urged to check out Competing in a Flat World: Building Enterprises for a Borderless World co-authored by Victor Fung, William Fung, and Yoram (Jerry) Wind as well as Competing on Analytics: The New Science of Winning co-authored by Thomas Davenport and Jeanne Harris. Also Enterprise Architecture as Strategy: Creating a Foundation for Business Execution co-authored by Jeanne Ross, Peter Weill and David Robertson and Dean Spitzer's Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success.
How to achieve and then sustain superior execution , 15 Aug 2006
I do not recall reading another business book in recent years which I found more intellectually stimulating...and practical. Where to begin? Perhaps the most appropriate approach would be to quote the authors. In their Preface, Ross, Weill, and Robertson suggest that, until now, research and executive education have failed to make a breakthrough in understanding and improving IT architecture efforts. They then recall Albert Einstein's observation, "The significant problems we face cannot be solved by the same level of thinking that created them." What do the authors recommend? "The focus needs to be higher - on [in italics] enterprise architecture [end italics], the organizing logic for core business processes and IT infrastructure reflecting the standardization and integration of a company's operating model...[Therefore] enterprise architecture boils down to these two concepts: business process integration and business process standardization. In short, enterprise architecture is not an IT issue - it's a business issue."
Ross, Weill, and Robertson arrived at their conclusions after rigorous and extensive research which revealed what certain top-performing organizations do and how they do it. In this volume, they share what they learned so that other organizations can be guided and informed in their efforts to improve their own performance. More specifically, they respond to questions such as these:
1. What are the most common symptoms ("warning signs") of an inadequate foundation for execution?
2. Which three disciplines must be mastered in order to build one which is solid?
3. What are the key dimensions of an appropriate business model?
4. How to implement the operating model via enterprise architecture?
5. What are the four stages of enterprise architecture development and how must each be navigated?
6. What are the specific benefits during the implementation of the enterprise architecture?
7. When establishing a foundation for execution, why is it best to build it "one project at a time"?
8. How can - and should - enterprise architecture be helpful when outsourcing?
9. How to leverage its foundation for profitable growth?
10. What are the "Top Ten Leadership Principles" for creating and exploiting a foundation for execution?
With regard to the last question, it is important to keep in mind that Ross, Weill, and Robertson's recommendations refer to enterprise-wide initiatives. Therefore, there must be effective leadership at all levels and in all areas of a given organization while creating a foundation for business execution. Everyone involved must be committed to the foundation, help to identify and remove barriers to progress, "feed the core" with continuous experimentation, use the architecture as a "compass and communication tool," and collaborate with others while proceeding through each stage. These are the capabilities of exemplary companies such as Merrill Lynch Global Private Client, Dow Chemical, JM Family Enterprises, and TD Bankworth. "And what makes [these capabilities] a competitive advantage is that only a small percentage of companies do it well - we estimate 5 percent of firms or less." I presume to suggest that the material in this book is relevant to all organizations, regardless of size or nature. Even with their differences in terms of scale and available resources, they face the same challenge: effective application of the principles recommended by the authors.
In the final chapter, Ross, Weill, and Robertson identify and briefly discuss a number of pressures that will make a foundation for execution even more important in the coming years. They explain why companies which have learned how to implement and manage standardized and integrated processes are best prepared for the realities of the marketplace. "A foundation for execution allows a company to automate predictable processes so management can focus on higher-value tasks like innovating, partnering, and identifying new opportunities. The foundation empowers employees and enriches jobs by reducing redundant and tedious tasks while providing the information needed to innovate and customize."
After reading this brilliant book, many executives will conclude that their organization lacks a solid foundation for business execution. They will have become convinced by Ross, Weill, and Robertson of the importance of enterprise architecture as strategy. Now they are not only willing but eager to enlist the support of others to engage their organization in what is certain to be a difficult (albeit essential) "design and construction" process. However, people need to be convinced. They usually have the same two questions: "Why must we do this?" and "What's in it for me?" Fortunately, everything needed to answer these two questions is provided in the final chapter and the same material will also be invaluable during the preparation of a formal proposal to obtain institutional support throughout the given enterprise.
To Ross, Weill, and Robertson, I offer "Bravo!"
Those who share my high regard for this book are urged to check out James O'Toole and Edward E. Lawler III's The New American Workplace, Lawler and Christopher G. Worley's Built to Change, Richard Boyatzis and Annie McKee's Resonant Leadership, and George S. Day and Paul J.H. Schoemaker's Peripheral Vision.
First Great Book of Best Practices for Knowledge Management, 27 May 2004
Although knowledge management is an irresistible concept, your progress in this area is anything but assurred. Knowledge management is a hot topic, but it is usually pushed by people who want to sell you something. As a result, you can end up with a lot of technology that will not help you to manage your knowledge. As insurance against getting started in the wrong direction, I suggest you read Working Knowledge as a first step. Davenport and Prusak have examined 39 organizations that are well above average users of their knowledge. The case histories will give you a practical sense of what works that would take you years of false steps to duplicate in your organization. Then, even more helpfully, the authors outline the key lessons of these top performers for you to follow. I especially recommend chapter 9 on The Pragmatics of Knowledge Management. Any new initiative will run into problems and fall back. A great book to read next is The Dance of Change, which focuses squarely on that issue. Any book has to narrow its focus to be successful. That focus creates a vulnerability. In this book, the vulnerability is not looking far enough ahead for more effective ways to do knowledge management that no one is yet doing. For example, the potential to share knowledge among top best practice organizations is enormous. More attention is needed here. But do buy, read, and apply the lessons of this book. It's a great place to start!
The best practical overview of KM I have found, 20 Jul 2001
This is a must-read for anyone interested in knowledge management, especially if they need to understand how knowledge is operating in their organization and how to improve "knowledge efficiency". It avoids all the jargon, contains a lot of appropriate references and mini case studies. It is really easy to read and understand while at the same time giving the topic in its true status.
Not bad - but not good either, 01 Apr 2001
I thought that I should share my knowledge of this title having read it during the last two weeks. ;-) First the good points - it's a good introduction to the subject, it's easy to read, and it's interesting (in parts). But I found the writers a little irritating. Have they ever actually been involved in a knowledge-management project? Or, for that matter, any project? I got a strong sense of their inexperience when I read the book. They also don't appear to like technology - often talking up the company librarian at the expense of the IT department (I don't work for IT!). So a good introduction - but no solutions here.
Excellent book on corporate knowledge management., 06 Jul 2000
One of the very few management books I've read cover to cover in the course of a couple of evenings. The authors have a full understanding of all aspects of corporate knowledge management and put this across in a very informative way. Lots of real world examples - very useful for anyone involved in company training or knowledge management.
Read this early. It is a good starter book., 11 Feb 2000
Interesting and illuminating read. Has reinforced many of the ideas presented by other workers (Nonaka et al, Polanyi etc). Can recommend this book as a good point to start.
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Customer Reviews
The best book on Data Warehousing. Full Stop., 04 Sep 2008
I bought the First Edition of this book over ten years ago, and it helped demystify some of my preconceptions about Data Warehousing. I since buillt upon my experience, along with several highly successful, highly performant warehouse solutions in the Telecoms, Public Services and Banking industries.
In summary - this book works.
One of it's greatest strengths is that it is readable, and easily understood - despite the Initially unusual design techniques. Anyone with database design experience should have no problem following the concepts.
After an initial chapter on the "basics dimensional design" it then explores the subject chapter by chapter using "case studies". You're bound to find one industry you're familiar with, the subjects include Retail Sales, Inventory, Order Processing, HR and Financial Services.
Each case study, explores the fundamentals in further detail, and introduces an additional concept for which a solution is provided.
It's far from a "cook-book" approach, but both myself and colleagues (I've kept in touch with two other people who swear by Ralph Kimball and the toolkit), have relied upon it for solutions through the years.
Take for example, the problem of modling a complex hierarchy of business units which can (in theory) have any number of levels, but users want to analyse data for "Ultimate Parent Companies" or for all the subsidiaries of a given company. Ralph has a solution.
In summary, if you're working in the Business Intelligence industry, as a designer, architect or even an intested project manager - you should understand Dimensional Design techniques, and this is the book the explain them.
Ironically, an alternative book The Data Warehouse ETL Toolkit: Practical Techniques for Extracting, Cleaning, Conforming, and Delivering Data, is suitable if either you're an ETL developer or simply want a good overview of the techniques. Also co-authored by Ralph Kimball, it provides a succinct overview of Dimensional Design along with a description of the thorny issue of ETL.
A good book, 06 Nov 2007
1. I recommend this book for a beginner and advanced users for clear understanding on dimensional modelling.
2. I am happy to say, I received a replacement book since my first order was not delivered to me.
The Bible for starting a Data Warehouse project, 22 Sep 2007
Our organisation was establishing a BI competence centre. This book along with the others in the series offered all the guidance needed to make sense of the terminology - and more importantly gave real-life worked examples rather than just theory. We bought it for everyone on the team. A must have, 04 Dec 2006
I picked this up about 18 months ago as a primer, and it's still helping me today as I continue to develop new datawarehouse designs. Each time I have to do something for the first time, there's usually a chapter in the book for it. I feel a lot more comfortable having it on my desk!! Excellent book, 07 Mar 2006
I found this book extrememly useful. I do not come from a database background, I'm more of an analyst but the concepts were well explained and it all made sense. Very good - needless to say more, 10 Nov 2008
A must read for all of those who are even a bit interested in the security aspects.
Highly recommended. Utterly repetitive, 13 Jun 2008
The first 50 pages were great. Then gradually I began to realise that the whole book is just a repetition of the same theme. All the stories follow the same pattern and you might as well stop reading after the first couple of chapters when the basic techniques have been demonstrated by way of fictional examples, After that virtually nothing new is learnt. Interesting read, but falls short, 04 May 2007
Rather too much self-congratulation for my liking, and the fact that the stories are fictional reduces their credibility. Having said that, I can well believe the vulnerability of an organisation in the hands of a skilled con artist. Entertaining Read, 07 Dec 2004
The Art of Deception provided more of an entertaining read, than a "How To" book. Whilst I would reccomend the book to anyone interested in network security, I wouldnt reccomend it to those who physically want to go and do it themselves. The book is influenced more on to defending yourself, than attacking others. The book is full of entertaining little stories about how 'social engineers' are able to obtain sensitive information, just by 'asking for it', along with explainations of the techniques used, why it worked, and how you can prevent something similar happening to you. Given the content, and the quality of the book, it is definitely worth the money. Just dont be dissapointed if you were looking to be able to go and do it yourself.
Well worth reading, 24 Jun 2004
An excellent read giving a great insight into how people can be easily duped. Not a handbook to begin hacking but an overview of techniques so that anybody who is worried about Information Security can be aware of the methods employed by Hackers and put in place procedures to prevent unauthorised access to data. Written by the "definitive" hacker who has now turned his energy and expertise to the benefit of all. Well written and easy to read even if you're not a techi'. Not full of jargon or assumptions. BUY IT NOW
Useful analysis of the ongoing transformation of business, 25 Sep 2008
Unlike many books on new economies or global changes, this work cites examples from around the world. C. K. Prahalad and M. S. Krishnan provide illustrative case studies from firms in India, Canada, the United States, Europe and elsewhere. They examine the various interactions among these firms and locales, grounding their theoretical discussions in reality. To add even more clarity, they also include many drawings and charts; unfortunately, these tend to force a simplistic Cartesian graphing system onto complex changes. Likewise, their abbreviations are more memorable than clear. Overall, though, these are minor glitches in an innovative and useful study. The authors' analyses of how firms are interacting internationally, and redesigning themselves and the nature of business in the process, are both interesting and valuable. Its discussions of broad trends are unusually well-informed. getAbstract recommends this book to executives and others committed to keeping up with change, especially on a large, even global, scale.
Prahalad NEEDS Gary Hamel, 20 Jul 2008
Well, i bought this book with great expectations. However after reading it, i was very disappointed with it. Hardly any interesting insights and i was falling asleep reading this book. The absurd use of this phoney management formula really started to get on my nerves i.e. n=1 etc. Yawn yawn. I can see why Prahalad wrote with Gary Hamel- HE NEEDED Gary Hamel probably more than Gary Hamel needed Prahalad. This book is apauling so take my advice and DONT BUY IT
How to prosper in the "N = 1 and R = G" world, 02 May 2008
I have read and then reviewed all of C.K. Prahalad's previous books and thus was especially interested in reading this book, co-authored with M.S. Krishnan. As they explain in the Introduction, "We view innovation as shaping consumer expectations as well as responding continually to the changing demands, behaviors, and experiences pf consumers. We must do this by accessing the best talent and resources available anywhere in the world. These two ideas must be connected - the resources of many to satisfy the needs of one.. We suggest that this is possible only if we pay attention to the glue that enables ideas to be transformed into operations. We will focus on the business processes and analytics as the glue."
Prahalad and Krishnan acknowledge that there is a fundamental transformation now underway, worldwide, that will radically alter the very nature of an enterprise and how it creates value. This foundation of this transformation has two basic pillars:
1. "Value is based on unique, personalized experiences of consumers. [begin italics] The focus is on the centrality of the individual. [end italics] We will designate this pillar as N = 1 (one consumer at a time.)"
"2. No firm is big enough in scope and size to satisfy the experiences of one consumer at a time. [begin italics] The focus is on access to resources, not ownership of resources. [end italics] We will designate this [pillar as R = G (resources from multiple vendors and often from around the globe)."
There are several key elements of this transformation. Prahalad and Krishnan focus on five: Value is shifting from products to solutions to experience; all companies seek access to the talent, components, products, and services they need from the best sources; flexible systems are a prerequisite and must be developed; resources in a company's ecosystem must be continually configured; and finally, specific models must be developed that enable a company to focus on one consumer from among the millions. These are indeed formidable challenges. Prahalad and Krishnan suggest a number of strategies and tactics to consider when responding to them. When proceeding through the rigorously and eloquent narrative of this book, it is imperative to keep in mind that their ultimate objective is to help companies to prosper in this "N = 1 and R = G" world. To that end, they share the most important business lessons learned from a number of exemplary companies that include Amazon.com, Apple Computer, eBay, Google, ICIC Bank, Tata Consultancy Services (TCS), Unilever, and United Parcel Service (UPS).
To me, some of the most valuable material is provided in Chapter 5 (Pages 109-145) as Prahalad and Krishnan discuss the requirements of an information and communication technology (ICT) architecture and the governance mechanisms that can connect business processes and analytics to data and applications. In one of several graphics, Table 4.1 (Pages 124-126), they summarize the specificati9ons of the new ICT architecture in terms of four categories (i.e. "buckets"): Confronting Reality (e.g. capacity to link large systems and multiple databases), Compliance and Change (e.g. regulatory compliance and change), Evolving Capabilities (e.g. Security and privacy of data), and Enabling Foundations (e.g. from transaction-driven to event-driven systems).
Given the fundamental shift in the focus, the sources, and the processes of innovation and value creation, what do suggest for an agenda for managers to consider? They respond to that question in the final chapter. Specifically, they invoke a metaphor --- The New House of innovation - whose design and construction must be viewed as an "integrated package" in terms of its architecture, construction materials, and subsequent maintenance. The organizational transformation process must also be comprehensive and cohesive during a transition period (i.e. a "migration") of management practices to develop new skills, attitudes, and behaviors. It remains for decision-makers in each organization to design and then build its own new house pf innovation. Fortunately, they can use the information and counsel that C.K. Prahalad and M.S. Krishnan provide to guide and inform those initiatives.
Those who share my high regard for this brilliant volume are urged to check out Competing in a Flat World: Building Enterprises for a Borderless World co-authored by Victor Fung, William Fung, and Yoram (Jerry) Wind as well as Competing on Analytics: The New Science of Winning co-authored by Thomas Davenport and Jeanne Harris. Also Enterprise Architecture as Strategy: Creating a Foundation for Business Execution co-authored by Jeanne Ross, Peter Weill and David Robertson and Dean Spitzer's Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success.
How to achieve and then sustain superior execution , 15 Aug 2006
I do not recall reading another business book in recent years which I found more intellectually stimulating...and practical. Where to begin? Perhaps the most appropriate approach would be to quote the authors. In their Preface, Ross, Weill, and Robertson suggest that, until now, research and executive education have failed to make a breakthrough in understanding and improving IT architecture efforts. They then recall Albert Einstein's observation, "The significant problems we face cannot be solved by the same level of thinking that created them." What do the authors recommend? "The focus needs to be higher - on [in italics] enterprise architecture [end italics], the organizing logic for core business processes and IT infrastructure reflecting the standardization and integration of a company's operating model...[Therefore] enterprise architecture boils down to these two concepts: business process integration and business process standardization. In short, enterprise architecture is not an IT issue - it's a business issue."
Ross, Weill, and Robertson arrived at their conclusions after rigorous and extensive research which revealed what certain top-performing organizations do and how they do it. In this volume, they share what they learned so that other organizations can be guided and informed in their efforts to improve their own performance. More specifically, they respond to questions such as these:
1. What are the most common symptoms ("warning signs") of an inadequate foundation for execution?
2. Which three disciplines must be mastered in order to build one which is solid?
3. What are the key dimensions of an appropriate business model?
4. How to implement the operating model via enterprise architecture?
5. What are the four stages of enterprise architecture development and how must each be navigated?
6. What are the specific benefits during the implementation of the enterprise architecture?
7. When establishing a foundation for execution, why is it best to build it "one project at a time"?
8. How can - and should - enterprise architecture be helpful when outsourcing?
9. How to leverage its foundation for profitable growth?
10. What are the "Top Ten Leadership Principles" for creating and exploiting a foundation for execution?
With regard to the last question, it is important to keep in mind that Ross, Weill, and Robertson's recommendations refer to enterprise-wide initiatives. Therefore, there must be effective leadership at all levels and in all areas of a given organization while creating a foundation for business execution. Everyone involved must be committed to the foundation, help to identify and remove barriers to progress, "feed the core" with continuous experimentation, use the architecture as a "compass and communication tool," and collaborate with others while proceeding through each stage. These are the capabilities of exemplary companies such as Merrill Lynch Global Private Client, Dow Chemical, JM Family Enterprises, and TD Bankworth. "And what makes [these capabilities] a competitive advantage is that only a small percentage of companies do it well - we estimate 5 percent of firms or less." I presume to suggest that the material in this book is relevant to all organizations, regardless of size or nature. Even with their differences in terms of scale and available resources, they face the same challenge: effective application of the principles recommended by the authors.
In the final chapter, Ross, Weill, and Robertson identify and briefly discuss a number of pressures that will make a foundation for execution even more important in the coming years. They explain why companies which have learned how to implement and manage standardized and integrated processes are best prepared for the realities of the marketplace. "A foundation for execution allows a company to automate predictable processes so management can focus on higher-value tasks like innovating, partnering, and identifying new opportunities. The foundation empowers employees and enriches jobs by reducing redundant and tedious tasks while providing the information needed to innovate and customize."
After reading this brilliant book, many executives will conclude that their organization lacks a solid foundation for business execution. They will have become convinced by Ross, Weill, and Robertson of the importance of enterprise architecture as strategy. Now they are not only willing but eager to enlist the support of others to engage their organization in what is certain to be a difficult (albeit essential) "design and construction" process. However, people need to be convinced. They usually have the same two questions: "Why must we do this?" and "What's in it for me?" Fortunately, everything needed to answer these two questions is provided in the final chapter and the same material will also be invaluable during the preparation of a formal proposal to obtain institutional support throughout the given enterprise.
To Ross, Weill, and Robertson, I offer "Bravo!"
Those who share my high regard for this book are urged to check out James O'Toole and Edward E. Lawler III's The New American Workplace, Lawler and Christopher G. Worley's Built to Change, Richard Boyatzis and Annie McKee's Resonant Leadership, and George S. Day and Paul J.H. Schoemaker's Peripheral Vision.
First Great Book of Best Practices for Knowledge Management, 27 May 2004
Although knowledge management is an irresistible concept, your progress in this area is anything but assurred. Knowledge management is a hot topic, but it is usually pushed by people who want to sell you something. As a result, you can end up with a lot of technology that will not help you to manage your knowledge. As insurance against getting started in the wrong direction, I suggest you read Working Knowledge as a first step. Davenport and Prusak have examined 39 organizations that are well above average users of their knowledge. The case histories will give you a practical sense of what works that would take you years of false steps to duplicate in your organization. Then, even more helpfully, the authors outline the key lessons of these top performers for you to follow. I especially recommend chapter 9 on The Pragmatics of Knowledge Management. Any new initiative will run into problems and fall back. A great book to read next is The Dance of Change, which focuses squarely on that issue. Any book has to narrow its focus to be successful. That focus creates a vulnerability. In this book, the vulnerability is not looking far enough ahead for more effective ways to do knowledge management that no one is yet doing. For example, the potential to share knowledge among top best practice organizations is enormous. More attention is needed here. But do buy, read, and apply the lessons of this book. It's a great place to start!
The best practical overview of KM I have found, 20 Jul 2001
This is a must-read for anyone interested in knowledge management, especially if they need to understand how knowledge is operating in their organization and how to improve "knowledge efficiency". It avoids all the jargon, contains a lot of appropriate references and mini case studies. It is really easy to read and understand while at the same time giving the topic in its true status.
Not bad - but not good either, 01 Apr 2001
I thought that I should share my knowledge of this title having read it during the last two weeks. ;-) First the good points - it's a good introduction to the subject, it's easy to read, and it's interesting (in parts). But I found the writers a little irritating. Have they ever actually been involved in a knowledge-management project? Or, for that matter, any project? I got a strong sense of their inexperience when I read the book. They also don't appear to like technology - often talking up the company librarian at the expense of the IT department (I don't work for IT!). So a good introduction - but no solutions here.
Excellent book on corporate knowledge management., 06 Jul 2000
One of the very few management books I've read cover to cover in the course of a couple of evenings. The authors have a full understanding of all aspects of corporate knowledge management and put this across in a very informative way. Lots of real world examples - very useful for anyone involved in company training or knowledge management.
Read this early. It is a good starter book., 11 Feb 2000
Interesting and illuminating read. Has reinforced many of the ideas presented by other workers (Nonaka et al, Polanyi etc). Can recommend this book as a good point to start.
BI for dummies? Exactly.... this book is hopeless! , 03 Nov 2008
I bought this book along with C.Howson's 'Successful Business Intelligence' as part of a pack for my Business Intelligence Module at uni.
This book is absoloutly hopeless! It is missing alot of key concepts and ideas such as measuring success of BI and the LOFT effect. This book has gathered dust on my shelf for weeks and is only ever used to throw in fustration after again finding it completely useless!
I do however, strongly recommend the other book I bought, i found it to be brilliant, and managed to write my essay with most of my material and resources taken from it!
Its in the title... for dummies! If you want a BI book that is informative and comprehensive, look elsewhere!
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Customer Reviews
The best book on Data Warehousing. Full Stop., 04 Sep 2008
I bought the First Edition of this book over ten years ago, and it helped demystify some of my preconceptions about Data Warehousing. I since buillt upon my experience, along with several highly successful, highly performant warehouse solutions in the Telecoms, Public Services and Banking industries.
In summary - this book works.
One of it's greatest strengths is that it is readable, and easily understood - despite the Initially unusual design techniques. Anyone with database design experience should have no problem following the concepts.
After an initial chapter on the "basics dimensional design" it then explores the subject chapter by chapter using "case studies". You're bound to find one industry you're familiar with, the subjects include Retail Sales, Inventory, Order Processing, HR and Financial Services.
Each case study, explores the fundamentals in further detail, and introduces an additional concept for which a solution is provided.
It's far from a "cook-book" approach, but both myself and colleagues (I've kept in touch with two other people who swear by Ralph Kimball and the toolkit), have relied upon it for solutions through the years.
Take for example, the problem of modling a complex hierarchy of business units which can (in theory) have any number of levels, but users want to analyse data for "Ultimate Parent Companies" or for all the subsidiaries of a given company. Ralph has a solution.
In summary, if you're working in the Business Intelligence industry, as a designer, architect or even an intested project manager - you should understand Dimensional Design techniques, and this is the book the explain them.
Ironically, an alternative book The Data Warehouse ETL Toolkit: Practical Techniques for Extracting, Cleaning, Conforming, and Delivering Data, is suitable if either you're an ETL developer or simply want a good overview of the techniques. Also co-authored by Ralph Kimball, it provides a succinct overview of Dimensional Design along with a description of the thorny issue of ETL.
A good book, 06 Nov 2007
1. I recommend this book for a beginner and advanced users for clear understanding on dimensional modelling.
2. I am happy to say, I received a replacement book since my first order was not delivered to me.
The Bible for starting a Data Warehouse project, 22 Sep 2007
Our organisation was establishing a BI competence centre. This book along with the others in the series offered all the guidance needed to make sense of the terminology - and more importantly gave real-life worked examples rather than just theory. We bought it for everyone on the team. A must have, 04 Dec 2006
I picked this up about 18 months ago as a primer, and it's still helping me today as I continue to develop new datawarehouse designs. Each time I have to do something for the first time, there's usually a chapter in the book for it. I feel a lot more comfortable having it on my desk!! Excellent book, 07 Mar 2006
I found this book extrememly useful. I do not come from a database background, I'm more of an analyst but the concepts were well explained and it all made sense. Very good - needless to say more, 10 Nov 2008
A must read for all of those who are even a bit interested in the security aspects.
Highly recommended. Utterly repetitive, 13 Jun 2008
The first 50 pages were great. Then gradually I began to realise that the whole book is just a repetition of the same theme. All the stories follow the same pattern and you might as well stop reading after the first couple of chapters when the basic techniques have been demonstrated by way of fictional examples, After that virtually nothing new is learnt. Interesting read, but falls short, 04 May 2007
Rather too much self-congratulation for my liking, and the fact that the stories are fictional reduces their credibility. Having said that, I can well believe the vulnerability of an organisation in the hands of a skilled con artist. Entertaining Read, 07 Dec 2004
The Art of Deception provided more of an entertaining read, than a "How To" book. Whilst I would reccomend the book to anyone interested in network security, I wouldnt reccomend it to those who physically want to go and do it themselves. The book is influenced more on to defending yourself, than attacking others. The book is full of entertaining little stories about how 'social engineers' are able to obtain sensitive information, just by 'asking for it', along with explainations of the techniques used, why it worked, and how you can prevent something similar happening to you. Given the content, and the quality of the book, it is definitely worth the money. Just dont be dissapointed if you were looking to be able to go and do it yourself.
Well worth reading, 24 Jun 2004
An excellent read giving a great insight into how people can be easily duped. Not a handbook to begin hacking but an overview of techniques so that anybody who is worried about Information Security can be aware of the methods employed by Hackers and put in place procedures to prevent unauthorised access to data. Written by the "definitive" hacker who has now turned his energy and expertise to the benefit of all. Well written and easy to read even if you're not a techi'. Not full of jargon or assumptions. BUY IT NOW
Useful analysis of the ongoing transformation of business, 25 Sep 2008
Unlike many books on new economies or global changes, this work cites examples from around the world. C. K. Prahalad and M. S. Krishnan provide illustrative case studies from firms in India, Canada, the United States, Europe and elsewhere. They examine the various interactions among these firms and locales, grounding their theoretical discussions in reality. To add even more clarity, they also include many drawings and charts; unfortunately, these tend to force a simplistic Cartesian graphing system onto complex changes. Likewise, their abbreviations are more memorable than clear. Overall, though, these are minor glitches in an innovative and useful study. The authors' analyses of how firms are interacting internationally, and redesigning themselves and the nature of business in the process, are both interesting and valuable. Its discussions of broad trends are unusually well-informed. getAbstract recommends this book to executives and others committed to keeping up with change, especially on a large, even global, scale.
Prahalad NEEDS Gary Hamel, 20 Jul 2008
Well, i bought this book with great e | | |