Business Under Fire How Israeli Companies Are Succeeding in the Face of Terror (Audible Audio Edition) Dan Carrison Dick Terhune Audible Studios Books
Download As PDF : Business Under Fire How Israeli Companies Are Succeeding in the Face of Terror (Audible Audio Edition) Dan Carrison Dick Terhune Audible Studios Books
Israeli businesses face a unique and dramatic challenge-surviving and thriving despite four years of terrorist attacks against civilians Business Under Fire uses a mixture of analysis and in-depth personal interviews to show how Israeli companies stay profitable, offering realistic insights readers can apply to their own organisations operating in an uncertain environment. Based on fascinating, first-person interviews conducted by the author himself in Israel with CEOs, managers, and in-the-trenches employees-Carrison received unprecedented cooperation and access from the Israeli government and many companies in various industries for this project.
Business Under Fire How Israeli Companies Are Succeeding in the Face of Terror (Audible Audio Edition) Dan Carrison Dick Terhune Audible Studios Books
In a new and fascinating book, Business Under Fire: How Israeli Companies Are Succeeding in the Face of Terror - and What We Can Learn from Them, author Dan Carrison focuses on a different sort of crisis resulting in lost jobs, not outsourcing, but terrorism. Since the start of the Palestinian intifada in October 2000, combined with the meltdown of the NASDAQ, hundreds of thousands of jobs have been lost in Israel. With a population of only 6.2 million, these lost jobs have had a catastrophic effect on the Israeli economy.As a management consultant, Carrison wondered how any company, let a lone an entire economy could survive in an environment ravaged by terrorism and a recession. The Israeli economy faced a double-edged sword with the meltdown of the hi-tech industry (in which Israel is heavily leveraged) and the intifada, which started in October 2001.
Carrison questioned from a business perspective how businesses in Israel were able to stay viable in such a chaotic and destructive environment. His conclusions, after spending time in Israel and interviewing many business leaders there, is that even with all of the terrorism, the Israeli economy is surprisingly robust.
Without getting in the politics of the middle-east conflict, nor taking sides, the book shows both technology and business managers how they can deal with the most adverse of situations.
In the book, Carrison interviews a cross section of CEO's and managers from industries hurt the hardest; namely tourism, hotel, hi-tech and biotech. What is unique from all of the stories is that every manager has stated that not only has the intifada not destroyed their company, it has made it a leaner and more efficient organizations and one that will be ready to go into overdrive when the normal economic times resume.
The five chapters have the same format, interviews with CEO's and senior directors, and a checklist for managing a business under fire. Each interviewee offers their own observations and strategies on how to deal with the current situation and work towards future growth. These strategies run from redefining the market, sharing the risk, to contingency plans and more.
One significant difference noted between Israel and America is how Israeli citizens psychologically deal with terrorism. In an interview with financial consultant Danny Halpern, he questions that if the World Trade Center in New York City were completely rebuilt and reopened tomorrow, how many people would rent office space in it? Halpern doubts the World Trade Center would have the same occupancy level as before 9/11. But he notes that in Israel, office are repopulated after they are bombed, and customers frequent bombed cafes and restaurants as soon as they are repaired.
Another telling difference that Halpern observed is that in Israel is more concerned with the quality of security, whereas in the US, more is invested into the mechanics of security. In the US, because of the huge numbers involved, the investment in security by default is in the mechanics, and the system. With that, minimum wage workers are hired to carry out what are supposedly important security functions.
One area hit the hardest has been the hotel industry. Hotels operate with a large amount of staff and require high occupancy rates to break even (roughly 75 percent). Carrison interviewed a number of hotel managers who saw their occupancy rate average about 25 percent. By any account, every hotel should have closed its doors and declared bankruptcy. But what happened is that the hotels discovered many inefficiencies. In fact, Raphy Weiner, General Manager of the five-star Daniel Hotel, noted that he learned how inefficient they were before the crisis and "we'll never go back to the old way. The intifada has been a school for us".
The lessons that American IT managers can take from Weiner are that even the most adverse situations can be a fulcrum for change. Those that are in danger of having their job outsourced, which is a significant number of us, can take those lessons to heart, and hope that their managers and CEO's are also.
The findings Carrison found were that every manager had been challenged in cataclysmic ways, but refused to be run out of business by terrorists. Their defiance to the terrorists enabled them to create ways to streamline operations, reduce staff and determine a method to ride out the economic storm. What is ironic, is that in interview after interview, every manager and CEO stated that the current times has made them better overall and will maximize their long-term survival.
A further cruel irony detailed in the book is that the ones that have heavily hurt from an economic perspective are the many Palestinian workers who before the intifada started, were able to have a good job. The severe cutbacks in many firms resulted in Palestinian workers losing their jobs as a direct result of terrorist activities by their compatriots.
While the cause of the Israeli programmer losing his job is not the same as that of the American programmer; the manner in which they both can rebuild can be the same. Nietzsche's observation that "what does not destroy me, makes me stronger" is the literal sediment in interview after interview in the book. There is a lot that American programmers and managers can learn, from those under fire in Israel.
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Business Under Fire How Israeli Companies Are Succeeding in the Face of Terror (Audible Audio Edition) Dan Carrison Dick Terhune Audible Studios Books Reviews
Author Dan Carrison deserves credit for writing an insightful book about an ongoing modern tragedy. The Palestinian terrorist attacks, which resumed in Israel in 2000, present a critical lesson for all twenty-first century businesses. Working through terrorist attacks aimed at killing civilians and disrupting normal life actually has forced Israeli executives to learn new ways of operating their businesses. Carrison interviewed leaders in various industries (airlines, hotels, high tech, advertising) who have worked to keep their businesses open, their employees safe and their customers satisfied. He actually found that many companies were revitalized. While the topic of living with danger is daunting, many Israelis have adopted better business tactics as a result of economic and physical terrorism. Oddly enough, this extreme situation leads to an uplifting business story. As a result, we recommend this very interesting book to CEOs, business owners and corporate strategists, especially in the hospitality and service industries. It will put your troubles in perspective and will help you prepare to cope with any type of crisis.
When the United States was attacked on September 11, 2001, America was changed forever. Wherever they were, people who could scurried home to be with family. The question of the day was whether the attacks were over. A whole new sense of vulnerability spread across the land like a flu virus.
Corporate executives caught the bug-fear flu. Is it over? Will it happen again? How vulnerable are we-as a nation, but also as our company? As paranoia set in, business leaders slowed plans for research and development, the building of new facilities, and the growth and development of their employees. It became more difficult to plan for the future, not knowing how the market-and each company's marketplace-would respond.
Trying to run a business-any kind of business-under the threat of terrorism was a whole new experience for the domestic operations of global American companies. With the threat hanging over their heads, at least psychologically, corporate leaders struggled to cope. Ignorance was rampant; most executives had never operated under crisis or potential crisis...and this field of leadership is certainly not taught in our business schools. Confusion reigned and many organizations became less productive, more cautious, and less profitable.
Dan Carrison observed this shift in American leadership. As a consultant, speaker, and former journalist, he realized that he was equipped-through background and skill-to create a guide to help leaders understand their new environment and how to excel under these new circumstances. So, he went to Israel to get answers. The story is more complicated than that, but you'll read about the process of Carrison's collection of information and advice.
Carrison interviewed executives in a number of fields-face-to-face-in Israel. He learned first-hand how they function in a world that is much different than what we have known in the United States. Numerous interviews are reported, with commentary. A summary list of lessons learned adds value at the end of each chapter.
Prepare to learn about creativity in a new way. Resilience, defiance, and resolute leadership make things work-"Goliath in assets, David in attitude." Carrison points out several times that just about everyone in Israel knows a victim of terrorism. This volume takes the concept of contingency management to a whole new level.
In a new and fascinating book, Business Under Fire How Israeli Companies Are Succeeding in the Face of Terror - and What We Can Learn from Them, author Dan Carrison focuses on a different sort of crisis resulting in lost jobs, not outsourcing, but terrorism. Since the start of the Palestinian intifada in October 2000, combined with the meltdown of the NASDAQ, hundreds of thousands of jobs have been lost in Israel. With a population of only 6.2 million, these lost jobs have had a catastrophic effect on the Israeli economy.
As a management consultant, Carrison wondered how any company, let a lone an entire economy could survive in an environment ravaged by terrorism and a recession. The Israeli economy faced a double-edged sword with the meltdown of the hi-tech industry (in which Israel is heavily leveraged) and the intifada, which started in October 2001.
Carrison questioned from a business perspective how businesses in Israel were able to stay viable in such a chaotic and destructive environment. His conclusions, after spending time in Israel and interviewing many business leaders there, is that even with all of the terrorism, the Israeli economy is surprisingly robust.
Without getting in the politics of the middle-east conflict, nor taking sides, the book shows both technology and business managers how they can deal with the most adverse of situations.
In the book, Carrison interviews a cross section of CEO's and managers from industries hurt the hardest; namely tourism, hotel, hi-tech and biotech. What is unique from all of the stories is that every manager has stated that not only has the intifada not destroyed their company, it has made it a leaner and more efficient organizations and one that will be ready to go into overdrive when the normal economic times resume.
The five chapters have the same format, interviews with CEO's and senior directors, and a checklist for managing a business under fire. Each interviewee offers their own observations and strategies on how to deal with the current situation and work towards future growth. These strategies run from redefining the market, sharing the risk, to contingency plans and more.
One significant difference noted between Israel and America is how Israeli citizens psychologically deal with terrorism. In an interview with financial consultant Danny Halpern, he questions that if the World Trade Center in New York City were completely rebuilt and reopened tomorrow, how many people would rent office space in it? Halpern doubts the World Trade Center would have the same occupancy level as before 9/11. But he notes that in Israel, office are repopulated after they are bombed, and customers frequent bombed cafes and restaurants as soon as they are repaired.
Another telling difference that Halpern observed is that in Israel is more concerned with the quality of security, whereas in the US, more is invested into the mechanics of security. In the US, because of the huge numbers involved, the investment in security by default is in the mechanics, and the system. With that, minimum wage workers are hired to carry out what are supposedly important security functions.
One area hit the hardest has been the hotel industry. Hotels operate with a large amount of staff and require high occupancy rates to break even (roughly 75 percent). Carrison interviewed a number of hotel managers who saw their occupancy rate average about 25 percent. By any account, every hotel should have closed its doors and declared bankruptcy. But what happened is that the hotels discovered many inefficiencies. In fact, Raphy Weiner, General Manager of the five-star Daniel Hotel, noted that he learned how inefficient they were before the crisis and "we'll never go back to the old way. The intifada has been a school for us".
The lessons that American IT managers can take from Weiner are that even the most adverse situations can be a fulcrum for change. Those that are in danger of having their job outsourced, which is a significant number of us, can take those lessons to heart, and hope that their managers and CEO's are also.
The findings Carrison found were that every manager had been challenged in cataclysmic ways, but refused to be run out of business by terrorists. Their defiance to the terrorists enabled them to create ways to streamline operations, reduce staff and determine a method to ride out the economic storm. What is ironic, is that in interview after interview, every manager and CEO stated that the current times has made them better overall and will maximize their long-term survival.
A further cruel irony detailed in the book is that the ones that have heavily hurt from an economic perspective are the many Palestinian workers who before the intifada started, were able to have a good job. The severe cutbacks in many firms resulted in Palestinian workers losing their jobs as a direct result of terrorist activities by their compatriots.
While the cause of the Israeli programmer losing his job is not the same as that of the American programmer; the manner in which they both can rebuild can be the same. Nietzsche's observation that "what does not destroy me, makes me stronger" is the literal sediment in interview after interview in the book. There is a lot that American programmers and managers can learn, from those under fire in Israel.
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