Get Back in the Box: How Being Great at What You Do Is Great for Business

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9780060758707: Get Back in the Box: How Being Great at What You Do Is Great for Business

Douglas Rushkoff was one of the first social commentators to identify the new culture around the internet. He has spent nearly a decade advising companies on the ways they can re-orient their businesses to the transformations the internet has caused. Through his speaking and consulting, Rushkoff has discovered an important and unrecognized shift in American business. Too many companies are panicked and operating in survival mode when the worst of the crisis has already passed.

Likening the internet transformation to the intellectual and technological ferment of the Enlightment, Rushkoff suggests we have a remarkable opportunity to re-integrate our new perspective with the work we actually do. Instead of running around trying to "think out of the box," Rushkoff demonstrates, now is the time to "get back in the box" and improve the way we do our jobs, run our operations and drive innovation from the ground up.

Combining stories gleaned from his consulting with a thrilling tour of history's dramatic moments and clever readings of cultural shift we've just experienced, Rushkoff offers a compelling vision of the simple and effective ways businesses can re-invigorate themselves.

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About the Author:

Douglas Rushkoff is the author of 10 bestselling books on media and culture, including Cyberia, Media Virus!, Playing the Future, Coercion: Why We Listen to What "They" Say, and the novels Ecstasy Club and Exit Strategy.

From Publishers Weekly:

By touting the value of thinking "outside the box," business experts have inspired an obsession with growth, competition and offbeat concepts, says Rushkoff (Cyberia; Coercion; etc.). In fact, he insists, the secret of success lies inside the box; businesses that focus on their core competencies, their customers' needs and their work environment come up with better innovations in the long run than those that rely on flashy ad campaigns, focus groups or off-site consultants. Smart businesses, he argues, hire employees who are deeply familiar with the company's core products and encourage innovation by cultivating a fun, collaborative work environment. Rushkoff's premise is solid, and he supports it with several convincing examples (Craig's List, XM radio and Saturn among them). In his effort to shuck the traditional case study model of business writing, however, Rushkoff often digresses into long passages of glib historical analogy. He's more entertaining, and more convincing, in the sections where he focuses on particular businesses and business people. Fortunately, there are enough of those sections to please Rushkoff's many fans. (Dec.)
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.

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