What’s in the Latest Digibiz™News

Download a copy of Digibiz™ News (.pdf)

* New name for NetGroup
* See what’s new on Knexus
* National Grid Transco Group Website Launched
* 22 January 2003 – NetGroup Member Summit
   AVIVA: Developing Communities to Drive
   Economic Value
* 5 February 2003 – NetGroup Elevator
   BAT: How Do You Turn Strategy into Action?
* 19 February 2003 – NetGroup Member Summit
   HONDA: New customer relationship strategy –
   artificial intelligence tool drives improvements
* NetGroup Events Schedule 2003 (download .pdf)
* Web events – are they for you?
* Business books worth reading
* Business Mobility Forum Case Studies?
* Share the Knowledge
* Tell your colleagues about NetGroup
* What do you think of Digibiz™ News?

National Grid Transco Group Website Launched
Following the recent merger of NetGroup member National Grid Group plc and Lattice Group plc, a new corporate website was launched in October.

A special article was written for our members by Chris Mostyn, New Media Manager, National Grid Transco Group (a NetGroup Member)

5 February 2003 – NetGroup Elevator 
Register now (members only – by invitation)
BAT – How Do You Turn Strategy into Action?

Due to London’s travel disruption caused by the firefighters strike, this event has been rescheduled for 5 February 2003.


If turning business strategy into action is a focus for you, please join us and share your experience and ideas.

For your interest, we have confirmed attendees from the following companies:

British Library, BT, Cadbury Schweppes, Diageo, Direct Line, Marsh, Nestle UK, Shell, Sony, Standard Chartered Bank and more…

Business books worth reading
Who Says Elephants Can’t Dance? by Louis V. Gerstner Jr.

One of the great success stories of recent U.S. corporate history, with lots of insights and learning for NetGroup members.

AMAZON REVIEW:

When Lou Gerstner took over as CEO of IBM in 1993, it was losing $16 billion a year and seemed headed toward almost certain extinction. How Gerstner managed the company’s remarkable turnaround is well-told in his new book, Who Says Elephants Can’t Dance?

In 1990, IBM had its most profitable year ever. By 1993, the computer industry had changed so rapidly the company was on its way to losing $16 billion and IBM was on a watch list for extinction — victimized by its own lumbering size, an insular corporate culture, and the PC era IBM had itself helped invent.

Then Lou Gerstner was brought in to run IBM. Almost everyone watching the rapid demise of this American icon presumed Gerstner had joined IBM to preside over its continued dissolution into a confederation of autonomous business units. This strategy, well underway when he arrived, would have effectively eliminated the corporation that had invented many of the industry’s most important technologies.

Instead, Gerstner took hold of the company and demanded the managers work together to re-establish IBM’s mission as a customer-focused provider of computing solutions. Moving ahead of his critics, Gerstner made the hold decision to keep the company together, slash prices on his core product to keep the company competitive, and almost defiantly announced, “The last thing IBM needs right now is a vision.”