WorldCat Identities

Cusumano, Michael A. 1954-

Works: 195 works in 607 publications in 3 languages and 10,348 library holdings
Genres: Case studies  History  Conference papers and proceedings 
Roles: Author, Editor, htt, Other, Contributor, Originator, Performer
Classifications: HD9696.C64, 338.76100510973
Publication Timeline
Most widely held works by Michael A Cusumano
Microsoft secrets : how the world's most powerful software company creates technology, shapes markets, and manages people by Michael A Cusumano( Book )

18 editions published in 1995 in English and German and held by 1,512 WorldCat member libraries worldwide

"Today, Microsoft commands the high ground of the information superhighway by owning the operating systems and basic applications programs that run on the world's 170 million computers. Beyond the unquestioned genius and vision of Bill Gates, what accounts for Microsoft's astounding success?" "For the first time, drawing on almost two years of onsite observation at Microsoft headquarters, eminent scientists Michael A. Cusumano and Richard W. Selby reveal many of Microsoft's innermost secrets. From this inside report based on forty in-depth interviews by authors who had access to confidential documents and project data, Cusumano and Selby identify seven complementary strategies that characterize exactly how Microsoft competes and operates. Bill Gates' "Brain Trust" of talented employees and exceptional management, "bang for the buck" competitive strategies, and clear organizational goals produce an orientation toward self-critiquing, learning, and improving; a flexible, incremental approach to product development; and a relentless pursuit of future markets." "Cusumano and Selby's masterful analysis successfully uncovers the distinctive way in which Microsoft has combined all of the elements necessary to get to the top of an enormously important industry - and stay there. Managers in many different industries, especially those concerned with rapidly evolving complex product features and high technical standards, will discover hundreds of invaluable lessons in this superbly readable book."--Jacket
The Japanese automobile industry : technology and management at Nissan and Toyota by Michael A Cusumano( Book )

30 editions published between 1985 and 1996 in English and Undetermined and held by 1,007 WorldCat member libraries worldwide

Japan's software factories : a challenge to U.S. management by Michael A Cusumano( Book )

21 editions published between 1991 and 1993 in English and Japanese and held by 941 WorldCat member libraries worldwide

Though Japan has successfully competed with U.S. companies in the manufacturing and marketing of computer hardware, it has been less successful in developing computer programs. This book contains the first detailed analysis of how Japanese firms have tried to redress this imbalance by applying their skills in engineering and production management to software development. Cusumano focuses on the creation of "software factories" in which large numbers of people are engaged in developing software in cooperative ways---i.e. individual programs are not developed in isolation but rather utilize portions of other programs already developed whenever possible, and then yield usable portions for other programs being written. Devoting chapters to working methods at System Developing Corp., Hitachi, Toshiba, NEC, and Fujitsu, and including a comparison of Japanese and U.S. software factories, Cusumano's book will be important reading for all people involved in software and computer technology, as well as those interested in Japanese business and corporate culture
Competing on Internet time : lessons from Netscape and its battle with Microsoft by Michael A Cusumano( Book )

22 editions published between 1998 and 2014 in English and held by 832 WorldCat member libraries worldwide

In this analysis of strategy-making and product innovation in the dynamic markets of commercial cyberspace, Michael Cusumano and David Yoffie draw vital lessons from Netscape, the first pure Internet company, and show how it employs the techniques of "judo strategy" in its pitched battle with Microsoft, the world's largest software producer. With a new afterword updating the events of the year following publication of the hardcover edition, Competing on Internet time is instructive reading for all managers, engineers, and entrepreneurs who want to succeed in ultra-fast-paced markets
History and strategy by Brian S Silverman( )

18 editions published between 2011 and 2012 in English and held by 819 WorldCat member libraries worldwide

In this volume, strategy scholars, business historians, and economic historians are brought together to develop a volume that explores the complementarities of approaches
Staying power : six enduring principles for managing strategy and innovation in an uncertain world (lessons from Microsoft, Apple, Intel, Google, Toyota and more) by Michael A Cusumano( Book )

18 editions published between 2010 and 2012 in English and held by 741 WorldCat member libraries worldwide

Business news tends to focus on the travails of a handful of giants: Apple's iPad, the Toyota recall, the controversy over Google's book-digitization program. Whatever the day's headlines, though, most of these firms have been there before--up and down, written off and overpraised--yet they endured and triumphed. What is their secret? What is it that has lifted them to preeminence and allowed them to come out of each crisis stronger than before? In Staying Power, Michael A. Cusumano provides the answers. A bestselling business author and leading scholar, Cusumano has spent a quarter of a century studying the world's most successful companies--many of them from the inside, by serving as an advisor to more than one hundred firms. He identifies six critical principles that have driven the success of today's foremost companies, including Google, Intel, Apple, JVC, Toyota, and Microsoft. He argues that companies today must develop distinctive organizational capabilities, not just business strategies; focus on platforms and services, not just products; pull information from the market, responding to real-time changes in demand and competitive conditions, and not just push products out; achieve economies of scope, not just scale, by creating efficiencies across all a firm's activities; and acquire flexibility, in addition to efficiency, to quickly adapt to a volatile marketplace. Drawing on real-life examples, he illustrates how the best companies put these principles into practice, identifying precisely how these ideas have lead to concrete success time after time. -- Product Description
Strategic thinking for the next economy( Book )

11 editions published in 2001 in English and held by 439 WorldCat member libraries worldwide

This title focuses on the best strategies from successful companies. It identifies the most pressing strategic challenges for companies in the fast-changing Internet economy and shows how companies can develop a superior strategy by continually experimenting with new ideas
Thinking beyond lean : how multi-project management is transforming product development at Toyota and other companies by Michael A Cusumano( Book )

13 editions published between 1998 and 2010 in English and held by 430 WorldCat member libraries worldwide

""Lean Thinking" has dominated product development and project management for over a decade. Now, however, a six-year study by MIT's International Motor Vehicle Program led by Michael Cusumano and Kentaro Nobeoka finds that, in order to dramatically improve product portfolios, Toyota and other leading companies are moving beyond single-project management on which lean thinking is based. Drawing on a data base of 210 automobile products and detailed case studies from Toyota, Ford, GM, Chrysler, Nissan, Honda, Mazda, Renault, and Fiat, the authors demonstrate how product development teams can share engineers and key common components but retain separate designers to maintain distinctive product features. The result: multi-project management has brought these companies huge savings in development and production costs." "Cusumano and Nobeoka's findings will be required reading for every company that makes more than one product."--Jacket
Platform leadership : how Intel, Microsoft, and Cisco drive industry innovation by Annabelle Gawer( Book )

12 editions published in 2002 in English and held by 424 WorldCat member libraries worldwide

"In Platform Leadership, high-tech strategy experts Annabelle Gawer and Michael A. Cusumano reveal how Intel, Microsoft, and Cisco, as well as companies including Palm and NTT DoCoMo, have orchestrated industry innovations to support their products - and, in the process, established dominant market positions. Based on these in-depth case studies and on incisive analysis, the authors present their Four Levers Framework for designing and implementing a successful platform strategy - or for improving an existing strategy." "For executives, strategists, and entrepreneurs in many high-tech arenas, this book shows how firms can orchestrate innovation to ensure their own competitive futures - and drive the evolution of their industry."--Jacket
Software business : First International Conference, ICSOB 2010, Jyväskylä, Finland, June 21-23, 2010 : proceedings by Pasi Tyrväinen( )

12 editions published in 2010 in English and held by 415 WorldCat member libraries worldwide

The advancementof the softwareindustry has hada substantialimpact notonly onproductivityandonGDPgrowthglobally,butalsoonourdailyworkandlife. Software business refers to commercial activity of the software industry, aimed at generating income from delivery of software products and software services. Although software business shares common features with other international knowledge-intensive businesses, it carries many inherent features making it an intriguing and challenging domain for research. Until now, however, software business has received little attention from the academic community. The First International Conference on Software Business (ICSOB 2010) was organized in Jyv ̈ askyl ̈ a during June 21-23, 2010. This inaugural conference brought together a strong Program Committee of 52 members with research disciplines from various ?elds of business management and technology mana- mentaswellasinternational?avorwithmemberscomingfrom17countriesfrom South and North America to Europe, India and Australia. Wereceived35researchpapersubmissions.Thepaperswentthroughadoub- blind review process producing at least three reviews for each accepted paper. The ProgramCommittee accepted 13 submissions to be presented as full papers in the conference, equaling 37% of the submissions. In addition, ten papers were accepted as short papers. The accepted papers represent the wide variety of - searchactivityonsoftwarebusiness.Forthepurposesoftheconferenceprogram, the papers were organized under eight themes: business models, business m- agement, ecosystems, education and research, internationalization, open source software and social media, product management, and software as a service. In addition to the paper sessions, the conference program included three keynote presentations and a Business Innovation Track containing best-practice presentations from the software industry. The conference program also included two workshops, three tutorials and an adjunct meeting of the Cloud Software Consortia
Strategy rules : five timeless lessons from Bill Gates, Andy Grove, and Steve jobs by David B Yoffie( Book )

5 editions published in 2015 in English and held by 399 WorldCat member libraries worldwide

"The authors of the bestselling Competing on Internet Time (a Business Week top 10 book) analyze the strategies, principles, and skills of three of the most successful and influential figures in business--Bill Gates, Andy Grove, and Steve Jobs--offering lessons for all managers and entrepreneurs on leadership, strategy and execution. In less than a decade, Bill Gates, Steve Jobs, and Andy Grove founded three companies that would define the world of technology and transform our lives. At their peaks, Microsoft, Apple, and Intel were collectively worth some $1.5 trillion. Strategy Rules examines these three individuals collectively for the first time--their successes and failures, commonalities and differences--revealing the business strategies and practices they pioneered while building their firms. David B. Yoffie and Michael A. Cusumano have studied these three leaders and their companies for more than thirty years, while teaching business strategy, innovation and entrepreneurship at Harvard and MIT. In this enlightening guide, they show how Gates, Grove, and Jobs approached strategy and execution in remarkably similar ways--yet markedly differently from their erstwhile competitors--keeping their focus on five strategic rules. Strategy Rules brings together the best practices in strategic management and high-tech entrepreneurship from three path-breaking entrepreneurs who emerged as CEOs of huge global companies. Their approaches to formulating strategy and building organizations offer unique insights for start-up executives as well as the heads of modern multinationals"--
Software Business Third International Conference, Icsob 2012, Cambridge, Ma, USA, June 18-21, 2012, Proceedings by Michael A Cusumano( )

14 editions published in 2012 in English and German and held by 389 WorldCat member libraries worldwide

The business of software : what every manager, programmer, and entrepreneur must know to thrive and survive in good times and bad by Michael A Cusumano( Book )

15 editions published between 2004 and 2014 in English and held by 383 WorldCat member libraries worldwide

Publisher description: The world's leading expert on the global software industry and coauthor of the bestseller Microsoft Secrets reveals the inner workings of software giants like IBM, Microsoft, and Netscape and shows what it takes to create, develop, and manage a successful company -- in good times and bad -- in the most fiercely competitive business in the world. In the $600 billion software industry it is the business, not the technology, that determines success or failure. This fact -- one that thousands of once glamorous start-ups have unhappily discovered for themselves -- is the well-documented conclusion of this ... book by Michael Cusumano, based on nearly twenty years of research and consulting with software producers around the world. Cusumano builds on dozens of personal experiences and case studies to show how issues of strategy and organization are irrevocably linked with those of managing the technology and demonstrates that a thorough understanding of these issues is vital to success. At the heart of the book Cusumano poses seven questions that underpin a three-pronged management framework. He argues that companies must adopt one of three basic business models: become a products company at one end of the strategic spectrum, a services company at the other end, or a hybrid solutions company in between. The author describes the characteristics of the different models, evaluates their strengths and weaknesses, and shows how each is more or less appropriate for different stages in the evolution of a business as well as in good versus bad economic times. Readers will also find invaluable Cusumano's treatment of software development issues ranging from architecture and teams to project management and testing, as well as two chapters devoted to what it takes to create a successful software start-up. Highlights include eight fundamental guidelines for evaluating potential software winners and Cusumano's probing analysis, based on firsthand knowledge, of ten start-ups that have met with varying degrees of success
The business of platforms : strategy in the age of digital competition, innovation, and power by Michael A Cusumano( Book )

10 editions published in 2019 in English and held by 177 WorldCat member libraries worldwide

The Business of Platforms is an invaluable, in-depth look at platform strategy and digital innovation. Cusumano, Gawer, and Yoffie address how a small number of companies have come to exert extraordinary influence over every dimension of our personal, professional, and political lives. They explain how these new entities differ from the powerful corporations of the past. They also question whether there are limits to the market dominance and expansion of these digital juggernauts. Finally, they discuss the role governments should play in rethinking data privacy laws, antitrust, and other regulations that could reign in abuses from these powerful businesses
Software ecosystems : analyzing and managing business networks in the software industry by Slinger Jansen( )

16 editions published between 2013 and 2014 in English and held by 166 WorldCat member libraries worldwide

"This is the first book of its kind dedicated to this emerging field and offers guidelines on how to analyze software ecosystems; methods for managing and growing; methods on transitioning from a closed software organization to an open one; and instruments for dealing with open source, licensing issues, product management and app stores. It is unique in bringing together industry experiences, academic views and tackling challenges such as the definition of fundamental concepts of software ecosystems, describing those forces that influence its development and lifecycles, and the provision of methods for the governance of software ecosystems."--Back cover
Mastering strategy the careers of superstar CEOs Bill Gates, Andy Grove, and Steve Jobs offer important lessons about how to become a better strategist by Martha E Mangelsdorf( )

3 editions published in 2016 in English and held by 122 WorldCat member libraries worldwide

How can executives develop their skills as strategists? One good way is to learn from the masters. In a recent book, Strategy Rules: Five Timeless Lessons From Bill Gates, Andy Grove, and Steve Jobs (HarperCollins, 2015), David B. Yoffie and Michael A. Cusumano examine strategy lessons from the careers of the iconic CEOs of Microsoft Corp., Intel Corp., and Apple Inc. MIT Sloan Management Review editorial director Martha E. Mangelsdorf interviewed Yoffie and Cusumano to discuss how Gates, Grove, and Jobs approached strategy. While Yoffie and Cusumano observed that each of the three executives began with their own skills and capabilities, they were all able to learn and grow. In the interview, Yoffie and Cusumano discussed the five important strategy lessons they drew from studying Gates, Grove, and Jobs. 1. Look forward, reason back. While it's natural for managers who are figuring out what to do to look backward and reason forward, this approach may be less effective than the reverse. Like chess players, Yoffie explained, strategists "need to think several steps ahead towards the end of the game and then reason back to what that means about what they need to do today." Gates, for example, realized that computers would become commodities and that value would reside in the software. 2. Make big bets, without betting the company. One of Microsoft's biggest bets, noted Cusumano, was its 1991 decision to break with IBM. It was "a huge gamble," he said, but by that time Microsoft had lots of other customers. 3. Build platforms and ecosystems, not just products. Cusumano observed that all three of the CEOs learned that platforms had more strategic power than products. "I can't think of any three CEOs who have clarified our thinking more on that enormously important strategic concept," Cusumano said. 4. Exploit leverage and power - play both judo and sumo. Yoffie pointed out that great strategists need to be both clever and tough. Clever means "trying to find ways to take advantage of your competitors' strengths and turn them to your advantage," he explained. But in addition, "you have to be tough enough to extract as much value as possible in your interactions with other businesses," without triggering antitrust problems. Shape the organization around your personal anchor. "You want to dive deep into the things you're really good at, but at the same time stay at a high level and always keep the big picture in mind," Yoffie said. "You have to k
Microsoft secrets : how the world's most powerful software company creates technology, shapes markets, and manages people by Michael A Cusumano( Book )

8 editions published in 1998 in English and held by 95 WorldCat member libraries worldwide

Strategic Decisions for Multisided Platforms by Robert Seamans( )

1 edition published in 2014 in English and held by 95 WorldCat member libraries worldwide

Multisided platforms (MSPs) are technologies, products or services that create value primarily by enabling direct interactions between two or more customer or participant groups. Prominent examples of MSPs and the participants they connect include eBay (buyers and sellers), Airbnb (dwelling owners and renters), the Uber app (professional drivers and users), Facebook (users, advertisers, third-party game or content developers and affiliated third-party sites), and Ticketmaster (event venues and consumers). As these examples illustrate, MSPs include some of the largest and fastest-growing businesses of the past decade. Why? Successful MSPs create enormous value by reducing search costs or transaction costs (or both) for participants. As a result, MSPs often occupy privileged positions in their respective industries; most other industry participants revolve around and depend on MSPs in important ways. This article begins with a description of how MSPs work and why they can erect such high barriers to entry for new participants. It then offers an analysis of four fundamental strategic decisions and associated trade-offs that set MSPs apart from other types of businesses and that every MSP entrepreneur and investor should carefully consider. These challenges are as follows: •the number of sides to bring on (deciding whether to bring on two or more); •design (ensuring the interests of the different platform sides are not in conflict with each other or the MSP); • pricing structures (determining which platform side or sides should be charged more, based on the groups' relative value from interacting with each other); and • governance rules (regulating the participation and activities undertaken by the various platform sides to ensure a high level of quality, or outsourcing that function to users through ratings systems). After examining the factors that drive each of these decisions and using real-world case examples, the author presents general principles that apply to both startups and incumbent MSPs
Die Microsoft-Methode sieben Prinzipien, wie man ein Unternehmen an die Weltspitze bringt by Michael A Cusumano( Book )

4 editions published between 1996 and 1997 in German and held by 89 WorldCat member libraries worldwide

Microsoft secrets : how the world's most powerful software company creates technology, shapes markets, and manages people by Michael A Cusumano( Book )

6 editions published in 1996 in English and held by 78 WorldCat member libraries worldwide

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Microsoft secrets : how the world's most powerful software company creates technology, shapes markets, and manages people
Japan's software factories : a challenge to U.S. managementCompeting on Internet time : lessons from Netscape and its battle with MicrosoftStaying power : six enduring principles for managing strategy and innovation in an uncertain world (lessons from Microsoft, Apple, Intel, Google, Toyota and more)Strategic thinking for the next economyThinking beyond lean : how multi-project management is transforming product development at Toyota and other companiesPlatform leadership : how Intel, Microsoft, and Cisco drive industry innovationSoftware business : First International Conference, ICSOB 2010, Jyväskylä, Finland, June 21-23, 2010 : proceedingsThe business of software : what every manager, programmer, and entrepreneur must know to thrive and survive in good times and bad
Alternative Names
Cusumano, Michael.

Cusumano, Michael 1954-

Michael A. Cusumano académico estadounidense

Michael A. Cusumano Amerikaans hoofdredacteur

Michael A. Cusumano redautor en xefe estauxunidense

쿠수마노, M. A. 1954-

쿠수마노, 마이클 1954-

쿠수마노, 마이클 A. 1954-

クスマノ, マイケル

クスマノ, マイケル・A


English (247)

German (6)

Japanese (3)