Most effective business leaders know: * Why did Apple sue Samsung while it continues to buy critical parts for its winning products from Samsung? * Why did Google create Android OS for mobile applications, and is now talking about opening its own retail stores? * Why did Amazon create Kindle when the market is already saturated by other tablets and similar products? * How did Nokia mobile phone lose its shine? * Why did Apple build its own retail presence? * How will shale gas discoveries in North America change the business world and perhaps the geo-political balance in the next 10 years? Do you? Win big time by using the wisdom of your business networks to create, innovate, deliver and profit. Read this book to find out how.

WHO IS THIS BOOK FOR? (see www.unchainyourcorporation.com for a lot more information and testimonials about this book) We are entering an era of super specialization and exceedingly targeted communication. Like other high level professionals, I cannot emphasize enough how important it is to articulate my target audience very carefully and accurately. Now there are potentially 4 scenarios. If you are the target audience, then everything ticks perfect. If you are not the target audience, but you know somebody who can possibly use the book and its core message, in which case I would encourage you to recommend the book to him/her. Alternately, you might be in a position where you are not yet in the target audience, but you are aspiring to be, in which case this book might prove valuable to you. If you are in none of those 4 positions, then regrettably this book is not going to be to your liking. So who is the target audience of this book? At Global Supply Chain Group, since our foundation in January 2000, we have worked with CEOs, boards, executives and senior decision makers in large to mid-size companies around the world, helping them achieve positive and measurable business transformations. Needless to say, our experience has entirely been with these individuals and they are the target audience for our books and intellectual property. More specifically, our ideal clients and partners as well as the ideal readers for this book would be the influential and resourceful executives, and the CEOs who expect a big positive change, a big delta in results, in profits, and revenues as a result of business transformations. Thus, these are the companies and executives who do not wish to keep asking what the next step is. They acknowledge the internal challenges and changes in the external marketplace as their first step. They understand the need for change. They are prepared to take the action. Most of them are large businesses with huge manufacturing, distribution, logistics, inventory and other physical infrastructure in their footprints. They know that a business transformation every few years is required in order to keep the business relevant with the trends in the market place, with the trends in technology, consumer taste as well as the changes in the political legal environment. They want to maximize their profitability while minimizing their risk by using a tried and tested methodology for business transformations, and they create long term partnerships with best-of-breed thought leaders and leverage those partnerships for positive business transformations over a period of time.

Besides the 3 O’s of Outperforming & Outprofiting via Outsourcing, it also signifies that we are now into the third generation of outsourcing. In the first generation, before the 80’s, outsourcing was mainly cost driven. In the second generation, in the 90’s, arrived the capabilities and value driven outsourcing. The key focus was on how to extract the maximum value out of an outsourcing relationship. Only recently, in the third generation are we moving into the strategy driven outsourcing paradigm. This subtle shift is leading the business leaders to question that very underpinnings of a modern organisation. The key focus is “How can outsourcing assist in driving even more strategic advantage to our business?”. Let us have a quick exercise to warm up. Can you guess what the most outsourced service on earth today is? Think of all potential services in your company that can be outsourced; cast your mind far and wide. Try not to miss anything. Once you have thought of all the possibilities, make the guess again. What is the most outsourced service on earth today? If you guessed call centres, I would have to say no. In fact, if you guessed any of the following services – logistics, IT, sales training, fleet management or payrolls – all popular services to be outsourced, I would not nod my head once. The answer, which lies somewhere in this chapter, is going to be a surprise to you. Whether your guess is correct or not, there is a lot more to be explored. You will come to recognise how ubiquitous outsourcing has become in the modern-day commercial world, and how to keep your eyes open to recognise situations that are amenable to outsourcing. The full list of all outsourceable activities within a company may include an element of surprise. You will also know the answer to the second part of the $483 billion question, i.e. when you must NOT outsource. In our work, we frequently encounter people who are dogmatic about outsourcing – on both sides of the fence. We have worked closely with directors serving on boards of large organisations who are against outsourcing. On the other hand, we also talk to people at all levels in companies who would rather outsource than do the tasks internally. We have come across situations where companies are reluctant to outsource, and where that would have been the best course of action.

This is the Chinese edition of the book by the same name. Here is the English description of the original book:Most effective business leaders know:• Why did Apple sue Samsung while it continues to buy critical parts for its winning products from Samsung?• Why did Google create Android OS for mobile applications, and is now talking about opening its own retail stores?• Why did Amazon create Kindle when the market is already saturated by other tablets and similar products?• How did Nokia mobile phone lose its shine?• Why did Apple build its own retail presence?• How will shale gas discoveries in North America change the business world and perhaps the geo-political balance in the next 10 years?Do you? Win big time by using the wisdom of your business networks to create, innovate, deliver and profit. Read this book to find out how.Praise for this book:The rules of the business world have changed – and nobody has full grasp of the new reality. This book is an important step leading the business leaders towards the new normal. From use of technology to outsourcing to innovation – the breadth and depth of thinking is seminal and intense. The best part about this book is the actionable nature of the content.Tony Fedorowicz – Global Supply Chain StrategistYour business model might be broke, and you may not even be aware of this. This books offers a breath of fresh air in the world of business strategy dominated by staid Ivy League thinking which cannot see beyond its doorsteps. When everybody is thinking alike – in general – nobody is thinking at all. This book forces you to think afresh, and shows how you can apply your thinking in the changing global business environment to build enormous business advantage. Dr. Wolfgang Partsch – Ex Global Head, Ernst and Young Supply Chain PracticeOnce every few years a business book comes along that stands far above the clutter, that has more than one single idea, that is based on solid research, that related theory and models to the real time business, and that is still ahead of the curve. This is one of those rare books. I will buy hundreds of copies and give them to my suppliers, customers and other business network partners. I think it is well worth the expense to orchestrate a business network when everyone is singing from the same song sheet. Tinku Grewal – Chief Executive Officer, Biotech Trading Pty LtdIf you buy only one business book this decade, make sure this is the one. Your entire way of looking at business world will change for good. You will discover hidden treasures in business networks you did not even know existed. Keep it on your bookshelf, give it to your key employees and friends, and make sure your enemies do not get hold of this book. Cooma Chelliah – Chief Executive Officer, Jardine Thompsonand Ex Chief Executive Officer - Encyclopedia Britannica AusIn the high volatility environment, if you are running a portfolio of supply chain purchase worth hundreds of millions of dollars a year, there is no other way to mitigate the enormous risk than by managing the business network extremely carefully. This book expounds and builds on some of the techniques I have utilized for risk management and value creation in a soft commodity supply chain through roller coaster highs and lows of the recent commodity cycles. There is no doubt business networks are powerful beyond belief and useful beyond comparison. Hugh Robertson, Ex Director - Commodities and Risk, Weston Milling

After realizing the massive importance of building a strong professional network, I began scouring the web, Amazon, and bookstores for resources. I found there were resources on related topics, such as interpersonal communication, but not many great resources on business networking specifically. I began asking everyone I know who has had a successful career, built a successful business, or simply knows a lot of people for their advice on how to build a professional network. After compiling the best advice I received, studying every relevant book and resource I could find, experimenting, and practicing, I learned a lot about how to effectively make new contacts and build relationships. I'm extremely excited to be sharing everything I've learned along the way in this book! For better or for worse, what you know, what you can do, or even your credentials, are often not as important as who you know. Your relationships can often be even more important than your qualifications! People prefer to do business with people they like and trust. Your relationships and professional network are extremely valuable in growing your business or developing your career. Whether it's forming partnerships for your company, finding a new job, acquiring clients, fundraising, seeking mentors, or recruiting talent for your company, your relationships can have an extreme positive or negative impact on your success. Your professional network can also be an amazing source for knowledge, information, expertise, and advice. For people who hate networking, it can seem like a chore. I hated networking too when I first started. After realizing how important it was, meeting some amazing people, and benefiting tremendously from it, I began to truly enjoy it. Networking doesn't have to be a dry exercise the way you may picture it if you don't make it so. I've compiled all of my lessons learned over years of practice study in to this book! I've written it to be completely thorough, yet to-the-point enough as to not waste your time. It's a combination of core philosophies as well as actionable tips and techniques. The philosophies and tactics I describe in this book have benefited my career tremendously.

Part of our new "Quick Notes" series - this report answers your most pertinent questions of the topic. Do not be deceived by their short nature - these notes are only 36 pages or so. But these are 45 pages of potent dynamite that will supercharge your thinking in the right direction. Included are quick notes and some of the frequently asked questions (FAQs) on supply chain finance that we have encountered in our workshops, seminars, and other forums. Here are some of the topics and questions covered in these quick notes: It takes only two years to get a masters' degree in supply chain management today. After that it takes nearly twenty years of working under the tutelage of a supply chain master to get a modicum of mastery in the discipline itself. So, why strive towards supply chain mastery? What can masters do that other supply chain professionals cannot achieve? Are there any special powers that come with that title? How to achieve supply chain mastery? Are there levels of mastery? What are the five disciplines of supply chain in which you must achieve mastery? Who grants you the title of a supply chain master? Read these quick notes to get our take on the topic.

Part of our new "Quick Notes" series - this report answers your most pertinent questions of the topic. Do not be deceived by their short nature - these notes are only 28 pages or so. But these are 28 pages of potent dynamite that will supercharge your thinking in the right direction. Included are quick notes and some of the frequently asked questions (FAQs) on supply chain finance that we have encountered in our workshops, seminars, and other forums. Here are some of the topics and questions covered in these quick notes: What can you learn from the best examples of five flows of supply chain management to use in your company? What are the best examples of five flows of supply chain management? How did they get where they are now? Why are five flows important? How to integrate these into your business strategy?