The Connected Company

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.

Autorentext

Dave Gray, SVP Strategy, Dachis Group, is an author and management consultant who works with the world's leading companies to develop and execute winning strategies. His previous book, Gamestorming (O'Reilly), has sold more than 50,000 copies and has been translated into 14 languages.

Thomas Vander Wal has been working with folksonomies since their darkest origins, and is credited with inventing the terms 'folksonomy'and 'infocloud'. He talks and writes about folksonomies more or less continuously. Thomas is also on the Steering Committee of the Web Standards Project and helped found the Information Architecture Institute. He lives in Bethesda, Maryland.

Klappentext

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.

Zusammenfassung
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.

Inhalt

Praise for The Connected Company Introduction Acknowledgments Foreword Part One: Why change?

• Chapter 1: The connected customer
• Chapter 2: The service economy
• Chapter 3: Everything is a service
• Chapter 4: Services are complex
• Chapter 5: How companies lose touch
• Chapter 6: Structural change is necessary

• Chapter 7: Complexity changes the game Part Two: What is a connected company?

• Chapter 8: Connected companies learn
• Chapter 9: Connected companies have a purpose
• Chapter 10: Connected companies get customer feedback

• Chapter 11: Connected companies experiment Part Three: How does a connected company work?

• Chapter 12: Wrangling complexity
• Chapter 13: The future is podular
• Chapter 14: Pods have control of their own fate
• Chapter 15: Pods need platforms
• Chapter 16: How connected companies learn

• Chapter 17: Power and control in networks Part Four: How do you lead a connected company?

• Chapter 18: Strategy as a Pool of Experiments
• Chapter 19: Leading the connected company

• Chapter 20: Managing the connected company Part Five: How do you get there from here?

• Chapter 21: The Risks of Connectedness
• Chapter 22: Starting the journey Bibliography Discussion Questions