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How to Castrate a Bull： Unexpected Lessons on Risk, Growth, and Success in Business，1st ed. 阉牛之道：意外的商业风险、增长与成功，第1版

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How to Castrate a Bull： Unexpected Lessons on Risk, Growth, and Success in Business，1st ed. 阉牛之道：意外的商业风险、增长与成功，第1版

最 低 价：￥140.00

定 价：￥216.00

作 者：DaveHitz　等著 著

出 版 社：

出版时间：2009-1-1

I S B N：9780470345238

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    内容简介
    Dave Hitz likes to solve fun problems. He didn’t set out to be a Silicon Valley icon, a business visionary, or even a billionaire. But he became all three. It turns out that business is a mosaic of interesting puzzles like managing risk, developing and reversing strategies, and looking into the future by deconstructing the past.
    　　As a founder of NetApp, a data storage firm that began as an idea scribbled on a placemat and now takes in $4 billion a year, Hitz has seen his company go through every major cycle in business—from the Jack-of-All-Trades mentality of a start-up, through the tumultuous period of the IPO and the dot-com bust, and finally to a mature enterprise company. NetApp is one of the fastest-growing computer companies ever, and for six years in a row it has been on Fortune magazine’s list of Best Companies to Work For. Not bad for a high school dropout who began his business career selling his blood for money and typing the names of diseases onto index cards.
    　　With colorful examples and anecdotes, How to Castrate a Bull is a story for everyone interested in understanding business, the reasons why companies succeed and fail, and how powerful lessons often come from strange and unexpected places.
    　　Dave Hitz co-founded NetApp in 1992 with James Lau and Michael Malcolm. He served as a programmer, marketing evangelist, technical architect, and vice president of engineering. Presently, he is responsible for future strategy and direction for the company. Before his career in Silicon Valley, Dave worked as a cowboy, where he got valuable management experience by herding, branding, and castrating cattle.

    作者简介

    目录
    PART ONE: Beginnings
    　1.Before NetApp On Computers, Colleges, Castration, and Risk
    　　Interlude: What NetApp Does
    　2.Starting NetApp On Toasters, Angels, Resellers, and Ferraris
    　　Interlude: Redundant Array of Pyramid Hieroglyphics (RAPH)
    　3.CEO Lessons On Pixie Dust, Decision Making, Candor, and Going Public
    　　Interlude: Tom Mendoza’s Lessons on Public Speaking
    PART TWO: Turbulent Adolescence
    　4.Hypergrowth On Goals, Doubling, Ancestors, and Pain
    　　Interlude: How to Fail in Executive Staff Presentations
    　5.Values and Culture On Dilbert, Drooling, Lies, and Game Theory
    　　Interlude: Lawyers Aren’t Evil Fairness and Morality Are Not Their Job
    　6.Managing Engineers On Development, Consensus, Doctor Death, and Magic
    　　Interlude: Scientific-Truth and Useful-Truth
    PART THREE: Grown-Up Company
    　7.Customers On Love, Enterprise, Simplicity, and Partners
    　　Interlude: Shark Island A Parable of Risk and Mass Media
    　8.Strategic Change On Reversing Course, Chocolate, Debates, and Core Beliefs
    　　Interlude: Speckled-Egg Thinking
    　9.Vision On Whining, Eras, Future History, and the Meaning of Life
    Appendix AEarly NetApp Business Plan
    Appendix BNetApp Company Values
    Glossary
    Bibliography
    Acknowledgments
    The Author
    Index

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