Reframing Business: When the Map Changes the Landscape

by Richard Normann and Henry Mintzberg

Book Overview

1983 veröffentlichte Dr. Richard Norman das erste Buch, das einen integrativen Ansatz zum Management von Dienstleistungsunternehmen beschrieb. Sein neues Buch "Reframing Business" behandelt einen neuen strategischen Ansatz, der davon ausgeht, dass Unternehmen in der Lage sein müssen, Geschäftsprozesse und Geschäftsabwicklung zu überdenken, um auch in Zukunft wettbewerbsfähig zu bleiben. Hierzu ist es notwendig, dass sie Ideen, Konzepte und Modelle...

• Format: Hardcover
• Language: English
• ISBN: 0471485578
• ISBN13: 9780471485575
• Release Date: July 2001
• Publisher: Wiley
• Length: 352 Pages
• Weight: 1.40 lbs.
• Dimensions: 1.0" x 6.3" x 9.3"

Customer Reviews

10 years ahead of its time, at least

This is the *most* interesting business book I ever read, and I did read several hundred books on marketing and management. In this, his last book, Richard Normann pioneers so many new ideas which academics slowly start to appreciate. Because many of his ideas are so radical, it is not an easy book and requires a lot of reflection to understand how this new landscape looks like. My colleagues and I tried to capture some of the essence in the following article: S. Michel, S. L. Vargo and R. F. Lusch, "Reconfiguration of the Conceptual Landscape: A Tribute to the Service Logic of Richard Normann," Journal of the Academy of Marketing Science, volume 36, 1 2008, pp. 152-155.

Mind shifting experience

This is one of the most important books I've read in a long time. In actual fact we've turned into a study guide for our work in Innovation and Reframing. Looking at the other reviewers comments I'm compelled to respond. What I took form the first reading was that; yes it's good and thought provoking. Second reading; it's shaping my thoughts about how to think about the business landscape. Third reading; this happened after I started using the language, that by then was part and parcel of my vocabularly. The point I'm trying to make is that you should not read this work and leave it. It might leave you unsatisfied and possibly frustrated. I'm suggesting that you study it; and the way to do it is like this: Firstly; try to get a feel for the roadmap, that so nicely guides you through the book. Really study the flow and relate it to your own understanding of transformation. Secondly; try and really understand the meaning of the many key words and phrases that are used in this book for example; reframing, reconfiguration, recreating value creation systems, prime movers, proactive ecogenesis, purposeful emergence, cranes and sky-hooks, and so on. Thirdly; try not to delve into too much detail too soon. The useful thing about this book is that it gives a lot of information about many different disciplines at a high level. Lastly; make sure you grasp the "accesible fields of experiencing". These are the tools for map making in the context of reframing. This is a must read for anyone interested in changing their mindsets and thinking of how business is seen in this modern age. Look at www.systemiclogic.com and www.reframingbusiness.com

An introduction to the art of 'landscaping' and 'mapping'

A visit to the business book department usually is not a very uplifting experience. The unabashed shallowness of content and representation reveals the often questionnable intellectual standards of those professionally engaged in the creation of economic value. A thoughtful book such as 'Reframing Business' is welcome oxygen for someone who finds this lack of discipline deeply troubling. For those in need of convenient shortcuts in dealing with strategic issues, Normann's book carries mixed messages. The good news is that shortcuts are indeed possible. The bad news is that this requires serious conceptual thinking and reformulation of the issues at a higher level of abstraction. The key word, therefore, is 'elegance' rather than 'simplification'. 'Reframing Business' talks about 'maps' and 'landscapes'. The landscape denotes the dominating logic of value creation that forms the backbone for a given configuration of business systems. Maps are a metaphor then for the symbolising processes of the mind, the conceptual frameworks we use to make sense of what happens in the business environment. Between these two lines of thought Normann posits a dialectical relationship: our strategic paradigms are shaped by the existing business context, which in turn is influenced by the mental frameworks we espouse to approach it. The co-evolution between business reconfiguration and mental reframing is the central theme of the book. Normann's approach is obviously indebted to systems theorists such as Maturana and Varela who introduced the idea of a fundamental interdependency between mind and world almost 30 years ago. This is not new and neither are the implications that Normann elaborates from these basic principles: the experience of the outside world as a dynamic continuum of opportunities and the need for an organisational infrastructure that supports recurrent purposeful emergence (autopoiesis) in order to thrive in it. This is the hard part of course for those seeking quick fixes in this book. As the author rightly points out, the ability to look at the world as a continuum of opportunities constitutes a fundamental choice. Normann believes that to a certain extent, this way of being in the world can be consciously learned and a large part of the book is in fact a very cerebral introduction to the sister disciplines of 'mapping' and 'landscaping'. The latter centers on the ability to recognise and shape the business offering as a tool for organising co-production between various players in the environment. 'Mapping' requires conscious 'upframing' of the strategic issues to higher levels of abstraction, which Normann undergirds with a rather generic thinking process.For those with sufficient conceptual agility, Normann's landscaping and mapping toolbox indeed constitutes a rich collection of 'shortcuts' for thinking through strategic issues. They will have no problems of buying into the argument, even if it is occasionally more suggestive than substantia