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The Connected Company Hardcover – 21 Sep 2012

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Product details

  • Hardcover: 304 pages
  • Publisher: O'Reilly Media; 1 edition (21 Sept. 2012)
  • Language: English
  • ISBN-10: 144931905X
  • ISBN-13: 978-1449319052
  • Product Dimensions: 15.2 x 3.3 x 22.9 cm
  • Average Customer Review: 4.2 out of 5 stars  See all reviews (6 customer reviews)
  • Amazon Bestsellers Rank: 391,379 in Books (See Top 100 in Books)
  • See Complete Table of Contents

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Product Description

About the Author

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.

Customer Reviews

4.2 out of 5 stars
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Most Helpful Customer Reviews

Format: Hardcover Verified Purchase
Are you designed to deliver customer delight?

by Admin on February 21, 2013 in Blog
Every now and then you get a business book that hits the spot. One that makes you think, puts things into a different context, with some compelling and well thought through concepts on how to improve your business.

“The connected company” is one of these books.

What is the context?

There is a great “reset” happening. We have a system problem. 80% our economy is service based. However, if you look at how we organise our businesses, most of them are based on manufacturing principles:

– With pre-defined inputs and outputs

– With a one way flow

– Linear

– Optimised

– Completely predictable

Is your company designed to deliver customer delight?

The problem is that services by their nature need a very different approach. Delivering services is an interactive process. Dealing with unpredictable clients, having unreasonable demands. With rising expectations. In an interdependent, complex ecosystem. The question you need to ask is. Is your company designed to deliver customer delight?

Probably not.

Less than 1 and 10 companies are exceeding expectations. Service companies are the most hated companies in the world. 3 out of every 4 clients don’t trust you. How many companies you deal with, do you love? You can probably only mention one or two. That is an indictment to all of us.

You are in a red queen race

On top of the service revolution, businesses are dealing with increasing pace of change. The red queen race. You need to run at your fastest to stay at the same place. To move forward you need to run faster than fastest.
Read more ›
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By Philip Clark on 14 Nov. 2012
Format: Hardcover Verified Purchase
This books nails a central issue for management. We all know we need to change but how do we actually do it?
I became a little frustrated at how long it took to get to the point, ie. the structures and strategies for implementing change. But it gets to those eventually. I'm now actually going to do something different after reading a business book. Result.
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2 of 3 people found the following review helpful By renaissance geek on 8 Nov. 2012
Format: Hardcover
I'll start out by saying I'm not a natural business book reader; I come from a science background and while I have an interest in business I can't say that I've read in strategy books in the past. While I found a number of interesting ideas scattered through the book I found the overall presentation somewhat nebulous, unconvincing and ultimately unsatisfying. The basic theme of 18th century top down management processes just won't cut it in the fast paced 21st century is vitally important; though arguably painfully obvious. The trouble is you don't really need a whole book to tell you this; what you do need a book to tell you is how to put this into practice. What you get a couple of slim chapters at the end of the book with some vague pointers on how to build a more connected and responsive company and a vast quantity of anecdotes and comments from various business luminaries. And the jargon, oh my lord the jargon!

Realistically the book could have been half the size and lost no content and a slightly more formal approach with something akin to case studies rather than an anecdotal approach would have been enormously useful. There are some gems buried in the book and there are certainly many companies out there that would benefit enormously from taking these ideas on board but tidying up the wooly writing, tightening the architecture and losing the ersatz sketch diagrams would make it a much more satisfying read.
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