A lively, cleareyed assessment of the ways Covid has forever altered commerce.
A discussion of organizational transformation that goes beyond quick fixes.
In these pages, Hoque describes some of the mechanisms of the “ongoing pilgrimage” of corporate transformation in a “hyperdigital” era. As Hoque points out, e-commerce was growing by leaps and bounds even before the world changes brought on by the Covid-19 pandemic, which turbocharged the process by hundreds of billions of dollars and, according to the author, fundamentally changed many aspects of commerce and society. These changes can lead to a “disconnect” in which sections of the workforce resist the new realities for a variety of reasons (Hoque cites a survey that indicated many people who’ve shifted to remote working miss the impromptu face-to-face time and social elements of the in-person workplace), and the book addresses this with suggestions like periodic unplugging, broadening networks to talk about things other than work, and interspersing remote work with in-person days. In these and other sections of the subject, Hoque advocates “digital maturity,” which involves “flexible, secure infrastructure,” “data, mastery,” and “intelligent workflows,” and must be embraced by both workforces and customers. In clear and fast-paced prose, the guide describes the seismic changes represented by things like digital transformation, artificial intelligence, and machine learning—always stressing that such developments are inevitable and potentially hugely valuable but also complex. Transforming business, he writes, “involves a great deal more than unplugging this and plugging in that.” Rather, it paradoxically has less to do with the technology than with the culture of the organization itself. “Leadership,” Hoque writes, “planning, thoughtful execution, and a commitment to a fresh mindset are every bit as critical to success as the right technology.” Hoque’s writing is briskly paced and includes plenty of inset lists and other graphics, which is perfect for beginners and experienced hands alike.
A lively, cleareyed assessment of the ways Covid has forever altered commerce.Pub Date: July 4, 2023
ISBN: 9781639080427
Page Count: 304
Publisher: Fast Company Press
Review Posted Online: June 16, 2023
Review Program: Kirkus Indie
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our...
A psychologist and Nobel Prize winner summarizes and synthesizes the recent decades of research on intuition and systematic thinking.
The author of several scholarly texts, Kahneman (Emeritus Psychology and Public Affairs/Princeton Univ.) now offers general readers not just the findings of psychological research but also a better understanding of how research questions arise and how scholars systematically frame and answer them. He begins with the distinction between System 1 and System 2 mental operations, the former referring to quick, automatic thought, the latter to more effortful, overt thinking. We rely heavily, writes, on System 1, resorting to the higher-energy System 2 only when we need or want to. Kahneman continually refers to System 2 as “lazy”: We don’t want to think rigorously about something. The author then explores the nuances of our two-system minds, showing how they perform in various situations. Psychological experiments have repeatedly revealed that our intuitions are generally wrong, that our assessments are based on biases and that our System 1 hates doubt and despises ambiguity. Kahneman largely avoids jargon; when he does use some (“heuristics,” for example), he argues that such terms really ought to join our everyday vocabulary. He reviews many fundamental concepts in psychology and statistics (regression to the mean, the narrative fallacy, the optimistic bias), showing how they relate to his overall concerns about how we think and why we make the decisions that we do. Some of the later chapters (dealing with risk-taking and statistics and probabilities) are denser than others (some readers may resent such demands on System 2!), but the passages that deal with the economic and political implications of the research are gripping.
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our minds.Pub Date: Nov. 1, 2011
ISBN: 978-0-374-27563-1
Page Count: 512
Publisher: Farrar, Straus and Giroux
Review Posted Online: Sept. 3, 2011
Kirkus Reviews Issue: Sept. 15, 2011
BOOK REVIEW
IN THE NEWS
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.
A helpful guide to working effectively with people from other cultures.
“The sad truth is that the vast majority of managers who conduct business internationally have little understanding about how culture is impacting their work,” writes Meyer, a professor at INSEAD, an international business school. Yet they face a wider array of work styles than ever before in dealing with clients, suppliers and colleagues from around the world. When is it best to speak or stay quiet? What is the role of the leader in the room? When working with foreign business people, failing to take cultural differences into account can lead to frustration, misunderstanding or worse. Based on research and her experiences teaching cross-cultural behaviors to executive students, the author examines a handful of key areas. Among others, they include communicating (Anglo-Saxons are explicit; Asians communicate implicitly, requiring listeners to read between the lines), developing a sense of trust (Brazilians do it over long lunches), and decision-making (Germans rely on consensus, Americans on one decider). In each area, the author provides a “culture map scale” that positions behaviors in more than 20 countries along a continuum, allowing readers to anticipate the preferences of individuals from a particular country: Do they like direct or indirect negative feedback? Are they rigid or flexible regarding deadlines? Do they favor verbal or written commitments? And so on. Meyer discusses managers who have faced perplexing situations, such as knowledgeable team members who fail to speak up in meetings or Indians who offer a puzzling half-shake, half-nod of the head. Cultural differences—not personality quirks—are the motivating factors behind many behavioral styles. Depending on our cultures, we understand the world in a particular way, find certain arguments persuasive or lacking merit, and consider some ways of making decisions or measuring time natural and others quite strange.
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.Pub Date: May 27, 2014
ISBN: 978-1-61039-250-1
Page Count: 288
Publisher: PublicAffairs
Review Posted Online: April 15, 2014
Kirkus Reviews Issue: May 1, 2014
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