Think you make good business decisions? Think again.
New Book Describes How Good Business Decisions Sank the Titanic and Why
Forget everything you thought you knew about the Titanic . . .
Reston, VA (PRWEB) April 15, 2013
Forget everything the history books say about the Titanic. (http://www.titaniccollisioncourse.com) Far from being the classic case of pride, greed, and shortsightedness, it turns out that ship's designers, owners, and operators actually make very rational strategic decisions - many of the same ones businesses make today to stay competitive globally.
Making the startling assertion the way to understand the disaster is as a business venture, "Collision Course - How Good Business Decisions Sank the Titanic and Why" takes the reader on a fascinating journey into the true story - the business story - behind the most famous ship in history. In doing so, it shows how companies can be protected from risk - even when it appears each individual business decision is a good one.
Starting with the hours before the crash and working back through time, the author immerses the reader in the planning and implementation stages of a decade of business decisions that ultimately and unknowingly render Titanic vulnerable. These sound but fatal choices are made by stakeholders from the international holding company that own Titanic to the engineers, marketers, and ship's officers.
Using historical data and tantalizing details, the author explains how solid business decisions can be blown off-course through poor situational awareness and shows how these same mistakes repeat themselves for disastrous results - from the bridge of the Titanic to today's boardrooms. It demonstrates that a 360-degree view of risk and reward is crucial for competitive strategy and integrating new technology.
With analytic precision, the book traces each failure to a lack of proper alignment of people, processes, and systems then shows the corresponding principles that lead to success. Each chapter concludes with questions helping the reader translate critical lessons from Titanic into smart strategies for their challenges today.
About the author: Joseph Mortati learned to think end-to-end while flying supersonic fighters in the Air Force. By applying this view to business, he has discovered the key to this century-old story. He teaches at The Johns Hopkins University, University of Maryland, and George Mason University and is a graduate of the United States Air Force Academy, Rutgers University, and The Johns Hopkins University.