The history of planning is much more, according to these authors, than the recorded progress of planning as a discipline and a profession. These essays counter the mainstream narrative of rational, scientific development with alternative histories that reveal hitherto invisible planning practices and agendas. While the official story of planning celebrates the state and its traditions of city building and regional development, these stories focus on previously unacknowledged actors and the noir side of planning. Through a variety of critical lenses—feminist, postmodern, and postcolonial—the essays examine a broad range of histories relevant to the preservation and planning professions. Some contributors uncover indigenous planning traditions that have been erased from the record: African American and Native American traditions, for example. Other contributors explore new themes: themes of gendered spaces and racist practices, of planning as an ordering tool, a kind of spatial police, of "bodies, cities, and social order" (influenced by Foucault, Lefebvre, and others), and of resistance. This scrutiny of the class, race, gender, ethnic, or ideological biases of ideas and practices inherent in the notion of planning as a modernist social technology clearly points to the inadequacy of modernist planning histories. Making the Invisible Visible redefines planning as the regulation of the physicality, sociality, and spatiality of the city. Its histories provide the foundation of a new, alternative planning paradigm for the multicultural cities of the future.

This book presents a new way of seeing the business value of information, people and IT as well as a way of measuring and managing these capabilities in order to improve business performance. Packed with real-world examples, the book presents the best and worst practices companies have implemented to address these issues. Case studies from more than thirty international companies are strategically used throughout the book, including Banco Bilbao Vizcayo, Philips Business Electronics, Amazon, Dell Europe, Ernst Young, General Electric, IKEA, Ritz Carlton Hotels, and Wal Mart. This fascinating guide offers a diagnostic tool that senior managers can use to evaluate the three information capabilities of their company. Plus, the book provides hands-on management prescriptions on how to improve a company s information capabilities and how to use these capabilities in achieving business strategies and in the implementating change. We are all experiencing an information overload, be it internal to the organization or due to external influences of our own information intensive society. Much has been written on how companies should "tame the beast of information" and make it work in the organization's favour. What has not yet been covered is how an organization can actually comprehensively measure whether or not they are using information effectively to achieve better business performance, or in other words, how senior managers within an organization can measure "Information Orientation". Following a major 2 year global research project in conjunction with Andersen Consulting, the authors of this book have been able to demonstrate that when a company is high on IO it will be high on business performance. However, beyond just using IO as a diagnostic tool or a benchmark for the effective use of an organization's information, it can also predict the organization's business performance. Invariably, a company does not make the best use of available information. Having assessed why and where the failings are, this book will provide ways in which senior managers can actively manage the different elements of their Information Capabilities to improve the usage of information. Information Capabilities are defined in three ways: 1. Information Behaviours/Values 2. Information Management Practices 3. Information Technology practices. It is the total interaction of these three elements and the effective management of them that permits superior business performance. IO Maturity can be gained, but the authors illustrate that it is an iterative process that grows and changes in line with a turbulent environment. Managers of a high IO company realize the need to continually refine and improve their information use and to keep learning more about their business. IO begins at the top. It takes more than authorizing an IT investment and training staff to use information. It calls for different behaviours, values and practices by senior managers. This book provides the means to move towards IO maturity. It is the step beyond Information Technology to actually managing information. The aim of this book is to make a previously invisible dimension of business management visible. A manager, after reading this book, will be able to see, measure and manage the information resources, people and IT in the company and improve business performance.

Making the Invisible Visible is a study of Asian Americans in the workplace and provides a framework through which to transform the same qualities that are contributing to this invisibility phenomenon into a positive leadership approach that provides a counterweight to balance the showmanship approach to leadership.

This publication, "Making the Invisible Visible: A History of the Spitzer Infrared Telescope Facility (1971-2003)," makes visible the invisible forces that influenced the design of Space Infrared Telescope Facility (SIRTF's) innovative technology. The lessons learned by the project team over the course of building SIRTF, now better known as the Spitzer Space Telescope, are about managing innovation over time and in the face of uncertainty. These are universal lessons, applicable to any project whose stakeholders control the necessary resources. SIRTF's stakeholders focused on a variety of issues: technical, scientific, political, and economic, as well as organizational needs and goals. What made SIRTF's evolution particularly difficult was that the stakeholders changed over time-in their composition, goals, and influence.

An Ingredient Brand is exactly what the name implies: an ingredient or component of a product that has its own brand identity. This is the first comprehensive book that explains how Ingredient Branding works and how brand managers can successfully improve the performance of component marketing. The authors have examined more than one hundred examples, analyzed four industries and developed nine detailed case studies to demonstrate the viability of this marketing innovation. The new concepts and principles can easily be applied by professionals. In the light of the success stories of Intel, GoreTex, Dolby, TetraPak, Shimano, and Teflon it can be expected that component suppliers will increasingly use Ingredient Branding strategies in the future.

Taking the reader on a wondrous journey through the invisible universe that surrounds us--a universe made visible by mathematics--Devlin shows us what keeps a jumbo jet in the air, explains how we can see and hear a football game on TV, and allows us to predict the weather, the behavior of the stock market, and the outcome of elections. Microwave ovens, telephone cables, children's toys, pacemakers, automobiles, and computers--all operate on mathematical principles. Far from a dry and esoteric subject, mathematics is a rich and living part of our culture.