Chapter 3: Shift Forward

A Google executive: “This business model is right for a company selling Purina Dog Chow, circa 1970.” A Cisco executive: “There’s no way we could ever be this collaborative.”

Obvious, or unachievable? When we’re talking about reorganizing for a fast, fluid, flexible way of doing business, the responses to the new rules seem to fall sharply on one side or the other.[1]

The companies thriving today are operating by a new set of rules. Companies like REI, Kickstarter, Kiva, Twitter, Starbucks—they get it. They live it. And to them, notions like distributing power to everyone, working in community to get things done, or allowing innovation to happen at all levels are, well, ridiculously obvious. But too many major companies—Bank ...

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