Accessibility

, 175

Action competencies

, 153

Adaptation capabilities

, 153

Advertising

, 79, 89

messages

, 81

spots

, 121

See also Business concept

Aflofarm

, 54, 70, 109–111

management

, 131

operational efficiency

, 25

WRS marketing

, 127–128

Airbnb

, 20–22

Amazon

, 2, 21

Art of Negotiating, The

, 187

Assertiveness

, 152

Auction Web

, 92

BAV model. See Brand Assets Valuator model (BAV model)

Bell, Alexander Graham

, 69

Benchmarking

, 48–50

Best practice

, 49, 50, 116, 179

Blue ocean strategy

, 58

business opportunities

, 63

new market spaces

, 60–61

perspective of analysis

, 61–62

red ocean

, 59

Brainstorming

, 53–54, 56, 68

Brand Assets Valuator model (BAV model)

, 135

Brazil, Russia, India, China, South Africa (BRICS)

, 11

Bunkers

, 4, 123

Bureaucratic process

, 117

Business

, 171

Business of 2020

, 194–195

practice

, 181

Business concept

, 53, 177

companies in pharmaceutical and aviation sector

, 76

company success

, 77–78

competitive positioning

, 82–84

components

, 79

contemporary business environments

, 103–104

Dell

, 100–103

distinguishing values

, 82

eBay

, 92–94

implementation

, 104

ING Direct, online bank

, 94–97

Maciej Zień’s Collection

, 74–75

market opportunities

, 104–105

obverse and reverse side of company success

, 74

personalized customer

, 79–81

profitability of selected sectors in US

, 76

Sphinx concept

, 72–74

Steve Jobs

, 71–72, 105

traditional methods of creating value

, 104

Walmart–The American Dream about Success in Provinces

, 97–100

“Wow” effect

, 78–79

See also Change in business paradigm

Business model

, 177, 179–180

combining idea with economic results

, 86–87

companies in pharmaceutical and aviation sector

, 76

company success

, 77–78

contemporary business environments

, 103–104

cost drivers

, 90–91

Dell–mass individualization in computer market

, 100–103

eBay

, 92–94

essence and benefits

, 85

formula

, 87

implementation

, 104

ING Direct, online bank

, 94–97

key elements

, 88

level of investment

, 91–92

Maciej Zień’s Collection

, 74–75

making money

, 84–85

market opportunities

, 104–105

new products, breakthrough ideas–innovations on internet

, 86

obverse and reverse side of company success

, 74

profitability of selected sectors in US

, 76

sources of revenue

, 88–90

Sphinx concept

, 72–74

traditional methods of creating value

, 104

Walmart–The American Dream about Success in Provinces

, 97–100

“Wow” effect

, 78–79

See also New business opportunities

Business opportunities

, 44, 46–47, 177, 178

growing revenues

, 45–46

media change customer buying behavior

, 46

World and Poland heading

, 44–45

Casual Dining concept

, 72–74, 182

Change in business paradigm

changeability

, 2–3

competitive advantage

, 31–32

conducting business

, 8

corporate handcuffs

, 7

disruptive brand

, 20–22

economic crises

, 1–2

fundamental aspect

, 5–6

metallurgical industry

, 4–5

modern online banking

, 3–4

new business opportunities

, 32–35

new economy

, 8–16

organizational longevity

, 19–20

reasons for failures

, 25–26

“In Search of Excellence”

, 23–25

strategic conservatism

, 28–30

traditional business paradigm

, 2–8

unexpected changes

, 26–28

universal principle, search of

, 16–17

Walmart and Toyota

, 17–19

world population

, 2

See also Business concept

Changes

, 1

in business

, 113–114

in economic cycles

, 193

management

, 116–119

in organizations

, 16

social

, 12

Chaos

, 113–116

Charismatic leaders

, 146

China, emerging markets

, 11

CIM, success according to

, 20–22

“Client Advocate”

, 129

“Cloud”

, 21

“Co-ownership” scenario

, 189

Coca-Cola

, 6

Coercive culture

, 160

Coercive power

, 139

Cognitive intelligence. See Traditional intelligence

Collaborative consumption

, 189

Commission model

, 88

Company Capital Economics

, 174

Competitive advantage

, 16, 26, 30, 63, 68, 83, 115, 126, 155, 162, 180

evolution of sources

, 32

of future

, 31–32

Competitive positioning

, 82–84

Conscientiousness

, 153

Contemporary business environments

, 103–104, 126

Contemporary organizations

, 134

Conviction

, 5

Cooperation

, 153, 182

Corporate culture

, 161–166

Cost drivers

, 90–91

Cost structure

, 94

Culture

, 156

Customer

behavior

, 81

individualization

, 103

insight

, 81

knowledge management

, 124–125

Customization

, 13–14

Dabbawala

, 108–109

Danone Company

, 121

Darwin theory, materialization of

, 194–195

business of

, 2020

examples

, 191

four-leaf clover

, 181–183

future forecasting

, 183, 185–187

new reality

, 191–194

paradigms of business

, 184

problem with forecasting future

, 187–188

scenarios in 21st century

, 190

triple dilemma

, 189

Decision-making, efficiency of

, 125–126

Dell–mass individualization in computer market

, 100–103

Delphi method

, 53

Discount store function principle

, 99

Disney, Walt

, 133

Disneyland Theme Park

, 133

Disruptive brand

, 20–22

Dot-coms

, 39

E-commerce

, 115

market

, 10, 39

eBay

, 92–94

Economic cycles, changes in

, 193

Efficiency of decision-making

, 125–126

Eiffel Tower

, 161

Emerging markets

, 11–12

Emotional intelligence

, 142, 144, 150, 152–154

Empathy

, 142, 148, 152, 182

Employees

, 18, 23, 43, 66, 129, 164

Engagement

, 130, 182

Ethnographic business research

, 82–83

Ethnographic research

, 54–55

EuroDisney case

, 81

Expert power

, 139

Family, organizational culture

, 160

Fee-for-service model

, 88

FGI. See Focus Group Interview (FGI)

“Fire fighting”

, 118

“Flags–nations and causes” scenario

, 190

Flexible strategy

, 119–122

Focus Group Interview (FGI)

, 52

“Forbes” magazine

, 95

Forecasting future

, 183, 185–188

Four-leaf clover

, 177–178

Furman, Andrzej

, 110

“FutureScapes”

, 189

Global business service

, 12

“Global Scenarios to 2025, The”

, 189

Globalization

, 10, 44

GOCC. See Great Orchestra of Christmas Charity (GOCC)

Great Orchestra of Christmas Charity (GOCC)

, 107, 134–136, 169, 183

Group interviews

, 51–53

Guided missile

, 160

Gurus

, 7

Harvard Business School

, 85

Heuristic methods

, 53

Home Depot

, 60

Hypocrisy

, 124

Hypothesis

, 134

“I’s” of contemporary business environments

, 171

illimitability

, 175, 184

incalculability

, 172–173, 184

independence

, 176, 184

instability

, 173–175, 184

IBM

, 12, 17, 27, 69, 101, 186–187

Ideo company, innovations of

, 67–68

IDI. See Individual Depth Interview (IDI)

“Il Giornale”

, 42

Illimitability

, 175, 184

Imitator

, 118

“In Search of Excellence”

, 23–25

In-depth interview

, 53

Incalculability

, 172–173, 184

Incubator

, 160

Independence

, 6, 29, 176, 184

Individual Depth Interview (IDI)

, 52

Individual in-depth interviews

, 51–53

Information sources

, 14

Information technology systems (IT systems)

, 13

ING Direct, online bank

, 94–97

Innovations

, 27, 178

of IDEO company

, 67–68

in information technology

, 8

lead users innovation process

, 64–65

Insertion fee

, 93

Instability

, 173–175, 184

Internet

, 10–11, 62, 115, 175

“Internship”

, 155

Intuitive approach

, 145

Intuitive feelers

, 146

Intuitive thinkers

, 145

“Invasion of Help, The”

, 112

“Invasion of Power, The”

, 112

Investment level

, 91–92

IT systems. See Information technology systems (IT systems)

Izmałkowa Consulting

, 82–83

Japanese companies

, 32

Jarocin festival

, 135

Jobs, Steve

, 71–72, 108, 182

“Know me” world

, 190

Knowledge

brokering cycle

, 66–67

in organization

, 125

Kodak

, 49, 185, 188

Lachowski, Sławomir

, 3

Lateral marketing

, 58, 63–64

Lead users innovation process

, 64–65

Leader(s)

, 134

classification of leaders

, 146

culture and leader

, 166–169

development of leadership skills

, 145

GOCC

, 134–136

intelligence

, 150–154

knowledge on leadership

, 148

and manager

, 142–143

matter of conferment, birth, or upbringing

, 136–137

mysterious power

, 133–134

natural-born leader

, 143–144

organization as factory of

, 154–155

process of introspection

, 149–150

skills and traits

, 143–144

sources of leader’s power

, 137–140

sources of power

, 137–140

style of various leaders

, 145

tasks

, 140–142

transactional and transformational leader

, 147

Leadership models

, 136

Leadership Pipeline model

, 136

Learning organizations

, 162, 163

Legalistic world

, 190

Legitimate power

, 139

Linear approach

, 114

“Low Trust Globalization–carrots and sticks” scenario

, 190

Maciej Zień’s Collection

, 74–75

Management hierarchy

, 122–124

Managers

, 7, 52, 79, 142–143

and business model

, 84

as coach

, 164

hypocrisy or obsession

, 124

marketing

, 80

professional

, 129

strategy and operational efficiency

, 112–113

Mark up model

, 88

Market short-sightedness

, 122

Marketer, The

, 20

mBank project

, 38–40

McDonald’s

, 85

Microsoft

, 3

Mobility

, 173–175

Motivation

, 153

“mQuality” in mBank

, 130

Mumbai Tiffin Box Supplier’s Association

, 109

Mysterious power

, 133–134

Natural-born leader

, 143–144

New business opportunities

, 32–35

benchmarking analysis

, 48–50

blue ocean strategy

, 58–63

business opportunities

, 44–47

design thinking

, 55–57

experts’ opinions

, 53–54

group interviews

, 51–53

Ideo company, innovations of

, 67–68

individual in-depth interviews

, 51–53

innovation and marketing

, 68–69

knowledge brokering cycle

, 66–67

lateral marketing

, 63–64

lead users innovation process

, 64–65

market opportunity

, 70

mBank project

, 38–40

observation and ethnographic research

, 54–55

other methods of analysis

, 58

scenario analysis

, 50–51

searching methods for groundbreaking solutions

, 58

secondary research

, 47–48

serendipity

, 37–38

Starbucks

, 41–44

telephone market

, 69

See also Business model

New business paradigm of organization

, 181, 183

business model

, 179–180

conditions of organizational functioning

, 176–177

elements

, 180

four “I’s” of contemporary business environments

, 171–172

four-leaf clover

, 177–178

illimitability

, 175

incalculability

, 172–173

independence

, 176

instability

, 173–175

open organization

, 178

Sphinx–best practice

, 179

value based management

, 177

See also Change in business paradigm

New economy

, 8

buying patterns

, 14–15

changes in organizations

, 16

customization

, 13–14

emerging markets

, 11–12

flexibility instead of long-term planning

, 9

innovations

, 8–9

internet

, 10–11

pace of life

, 15–16

stakeholders

, 12–13

New social groups

, 191–192

Nokia

, 3, 17, 27–28, 185, 188

Normative culture

, 160

Nutan Mumbai Tiffin Box Suppliers Trust

, 109

Observation techniques

, 54–55

Obsession

, 99, 124

“Open doors–incentives and bridges” scenario

, 190

Operational efficiency

, 177, 180, 182

aflofarm

, 109–111

approach to company strategy

, 113–116

change management

, 116–119

customer knowledge management

, 124–125

dabbawala

, 108–109

demolition of organizational silos

, 122–124

efficiency of decision-making

, 125–126

measurement

, 126–127

set patterns

, 127–129

short-lasting final effect

, 107

steam engine of 21^st century

, 111–113

strategic and tactical dimension

, 129–131

strategy and market operations

, 119–122

Organization

, 4

Organizational culture

, 134

components of

, 158–159

controversial

, 157–158

corporate culture

, 161–166

culture and leader

, 166–169

GOCC

, 134–136

invisible strength, real power

, 155–156

matter of conferment, birth, or upbringing

, 136–137

mysterious power

, 133–134

organization as factory of leaders

, 154–155

and strong leadership

, 178

successful organizational culture

, 156

types

, 159–161

See also Leader(s)

Organizational functioning

, 176–177

Organizational longevity

, 19–20

Organizational silos

, 127

demolition of

, 122–124

Personalized customer

, 79–81

Persuasion

, 153

“PEZ dispenser” online auction

, 92–94

Pharmaceutical market

, 110

Philips

, 61

Planning process

, 5

Poland

, 39

Polish market

, 28

“Pollina Project”

, 40

Porter’s model

, 83–84

Prestigious price effect. See Veblen’s effect

Price competitiveness

, 96–97

Price–cost strategy

, 100

Price–costs setting consideration

, 89–90

Product financing

, 89

Production model

, 88

Professional manager

, 129

Projects hierarchy

, 122–124

Promotion fee

, 93

Psychological competencies

, 152

Raynor, M.

, 115, 118

Red ocean

, 59

Referent power

, 139

Reserved brand

, 28

Responsibility

, 182

Revenue and expenditure analysis

, 91

Revenue sources

, 88, 93

“after-sales service”

, 88–89

advertising

, 89

copyright or intellectual property fee

, 89

manipulating liabilities and amounts due

, 89

sale of products or services

, 88

Reward power

, 139

Rewards

, 140

Sam’s Clubs, warehouse model

, 98

Scenario analysis

, 50–51

Screen culture phenomenon

, 192

Self-assessment

, 25, 152

Self-control

, 152

Sensation approach

, 145

Sensation feelers

, 145–146

Sensation thinkers

, 145

Serafiński, Bartłomiej

, 56

Serendipity

, 37–38, 70, 181

Sharing economy

, 21

Shell International, company

, 188

Silos

, 4

Silver tsunami

, 192

Smolensk plane crash victims

, 107

Social changes

, 12

Social competencies

, 152

Social trends

, 192–193

Social TV

, 192

Sony, production of television

, 195

Sphinx

, 72–74, 112, 134, 179, 182

Steam engine of 21^st century

, 111–113

Strategic business units

, 129

Strategic conservatism

, 28–30

Strategy and market operations

, 119–122

Strategy of flexibility. See Flexible strategy

Subscription model

, 88

“Supercenter” store

, 98

Sydney Olympic Games

, 121

Synergy of strategy

, 116–119

System of values

, 23, 144, 157

Technical skills

, 143

Technologies

, 171

development

, 27

information

, 8

role

, 193

Textilmarket

, 10

3M

, 65

Toyota

, 17–19, 154–155

Traditional business paradigm

, 2–8

Traditional intelligence

, 150

Transaction fee

, 93

Transactional leader

, 146–147

Transformational leaders

, 146, 147

Turbulent environment

, 172

Value based management

, 177

Value building in family businesses

, 141

Veblen’s effect

, 89

Vertical marketing

, 63

Walmart

, 17–19, 97–100

Walmart Neighborhood Markets

, 98

Walton, Sam (founder of Walmart)

, 98–99

We Do Everything Ourselves marketing (WDEO marketing)

, 110

Wikipedia

, 57

“Wow” effect

, 78–79

Xerox

, 27

Yanosik

, 57

Yelp

, 57

Zero-sum game approach

, 190