Book description
The future of work is already here.
Customers are adopting disruptive technologies faster than your company can adapt. When your customers are delighted, they can amplify your message in ways that were never before possible. But when your company’s performance runs short of what you’ve promised, customers can seize control of your brand message, spreading their disappointment and frustration faster than you can keep up.
To keep pace with today’s connected customers, your company must become a connected company. That means deeply engaging with workers, partners, and customers, changing how work is done, how you measure success, and how performance is rewarded. It requires a new way of thinking about your company: less like a machine to be controlled, and more like a complex, dynamic system that can learn and adapt over time.
Connected companies have the advantage, because they learn and move faster than their competitors. While others work in isolation, they link into rich networks of possibility and expand their influence.
Connected companies around the world are aggressively acquiring customers and disrupting the competition. In The Connected Company, we examine what they’re doing, how they’re doing it, and why it works. And we show you how your company can use the same principles to adapt—and thrive—in today’s ever-changing global marketplace.
Publisher resources
Table of contents
- The Connected Company
- Dedication
- SPECIAL OFFER: Upgrade this ebook with O’Reilly
- Introduction
- Acknowledgments
- Foreword
-
One. Why change?
- 1. The connected customer
- 2. The service economy
- 3. Everything is a service
-
4. Services are complex
- Demands on Companies are Increasing in Volume, Velocity, Variety
- Customers Introduce Complexity and Variability into Operations
- Why is it So Hard to Keep Your Service Promises?
- Customers Resist Standardization
- Customer Support: Efficient for You, Painful for Them
- Cost and Quality are Not Mutually Exclusive
- Customer Service Doesn’t Have to be Painful
- Control at the Edge
- 5. How companies lose touch
- 6. Structural change is necessary
-
7. Complexity changes the game
- Return on Assets is Dwindling
- Fewer and Fewer Companies are Surviving in the Long Term
- What is Causing this Increase in Death Rates?
- The Red Queen Race: If You’re Not Running, You’re Falling Behind
- What is a Coevolutionary Process?
- Every Adaptive Move by One Organization Affects Others
- Adaptive Moves Can be Competitive—and Cooperative
- Adaptive Moves Can Create Opportunities for Others
- Coevolutionary Relationships Can be Very Complex
- Optimization is a Journey that Leads to a Few Fitness Peaks
- We are Reaching a Complexity Tipping Point
- The Future is Connectedness
-
Two. What is a connected company?
- 8. Connected companies learn
- 9. Connected companies have a purpose
-
10. Connected companies get customer feedback
- Performance is How Well You are Doing
- The One Judge of Service Quality
- Balancing Promise, Purpose, and Performance
- Service Quality is a Moving Target
- Promoters and Detractors
- Building Long-Term Relationships with Customers
- The Net Promoter Score
- Net Promoter at Enterprise
- Net Promoter at Apple
- Net Promoter at Logitech
- 11. Connected companies experiment
-
Three. How does a connected company work?
- 12. Wrangling complexity
- 13. The future is podular
- 14. Pods have control of their own fate
- 15. Pods need platforms
- 16. How connected companies learn
- 17. Power and control in networks
-
Four. How do you lead a connected company?
- 18. Strategy as a Pool of Experiments
- 19. Leading the connected company
- 20. Managing the connected company
- Five. How do you get there from here?
- A. Bibliography
- Index
- B. Discussion Questions
- About the Authors
- SPECIAL OFFER: Upgrade this ebook with O’Reilly
- Copyright
Product information
- Title: The Connected Company
- Author(s):
- Release date: September 2012
- Publisher(s): O'Reilly Media, Inc.
- ISBN: 9781449336622
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