Every enterprise evolves continuously, driven by changing needs or new opportunities. Most often this happens gradually, with small adjustments to strategy, organization, processes, or infrastructure. But sometimes enterprises need to go beyond minor fixes and transform themselves, in response to a disruptive event or dramatically changing circumstances—a merger, for example, or a new competitor. In this book, enterprise architecting experts Deborah Nightingale and Donna Rhodes offer a framework for enterprise transformation.
Breakthroughs in medical science, innovations in medical technologies, and improvements in clinical practices occur today at an increasingly rapid rate. Yet because of a fragmented healthcare delivery system, many Americans are unable to benefit from these developments. How can we design a system that can provide high-quality, affordable healthcare for everyone? In this book, William Rouse and Nicoleta Serban introduce concepts, principles, models, and methods for understanding, and improving, healthcare delivery.
Urbanization and globalization have shaped the last hundred years. These two dominant trends are mutually reinforcing: globalization links countries through the networked communications of urban hubs. The urban population now generates more than eighty percent of global GDP. Cities account for enormous flows of energy and materials—inflows of goods and services and outflows of waste. Thus urban environmental management critically affects global sustainability.
Over the last several thousand years of human life on Earth, agricultural settlements became urban cores, and these regional settlements became tightly connected through infrastructures transporting people, materials, and information. This global network of urban systems, including ecosystems, is the anthroposphere; the physical flows and stocks of matter and energy within it form its metabolism. This book offers an overview of the metabolism of the anthroposphere, with an emphasis on the design of metabolic systems.
As Apollo 11’s Lunar Module descended toward the moon under automatic control, a program alarm in the guidance computer’s software nearly caused a mission abort. Neil Armstrong responded by switching off the automatic mode and taking direct control. He stopped monitoring the computer and began flying the spacecraft, relying on skill to land it and earning praise for a triumph of human over machine. In Digital Apollo, engineer-historian David Mindell takes this famous moment as a starting point for an exploration of the relationship between humans and computers in the Apollo program.
Project teams can improve results by recognizing that the future is inevitably uncertain and that by creating flexible designs they can adapt to eventualities. This approach enables them to take advantage of new opportunities and avoid harmful losses. Designers of complex, long-lasting projects—such as communication networks, power plants, or hospitals—must learn to abandon fixed specifications and narrow forecasts. They need to avoid the “flaw of averages,” the conceptual pitfall that traps so many designs in underperformance.