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.
Table of contents
- The Connected Company
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One. Why change?
1. The connected customer
- The Balance of Power is Shifting
- A Wake-up Call at Starbucks
- Something’s Happening Here
- The ATM Revolt
- Power in the Network
- 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
- 1. The connected customer
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
- What is a Pod?
- What Kinds of Companies have been Successful with a Podular Approach?
- A Podular System Trades Flexibility for Consistency
- Why aren’t more Companies Going Podular?
- 15. Pods need platforms
16. How connected companies learn
- The Growth Spiral
- Level One: How Entrepreneurs Learn
- Level Two: How Organizations Learn
- Level Three: How Platforms Learn
- Growth Spirals in the Connected Company
- 17. Power and control in networks
Four. How do you lead a connected company?
18. Strategy as a Pool of Experiments
- Strategies Don’t Last Forever
- Let a Thousand Flowers Bloom
- A Portfolio of Experiments
- Be Connectable to Everything
- Strategy by Discovery
19. Leading the connected company
- Leading from the Edge
- Edge Leadership
- You are a Learning Field
- Influence—Give Meaning and Moral Authority to the Purpose
20. Managing the connected company
- Management is a Support System
- Designing the System
- Operating the System
- Tuning the System
- The Job of Managers
- 18. Strategy as a Pool of Experiments
Five. How do you get there from here?
- 21. The Risks of Connectedness
22. Starting the journey
- How to Get there from Here
- The Organic Path
- Top-Down, Leader-Driven Change
- Pilot Pods
- Network Weaving
- It’s Time to Change
- A. Bibliography
- B. Discussion Questions
- About the Authors
- SPECIAL OFFER: Upgrade this ebook with O’Reilly
- Title: The Connected Company
- Release date: September 2012
- Publisher(s): O'Reilly Media, Inc.
- ISBN: 9781449319052
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