Praise for The Connected Company;Introduction; Safari® Books Online; We''d Like to Hear from You;Acknowledgments;Foreword;Part One: Why change?; Chapter 1: The connected customer; 1.1 The Balance of Power is Shifting; 1.2 A Wake-up Call at Starbucks; 1.3 Something''s Happening Here; 1.4 The ATM Revolt; 1.5 Power in the Network; Chapter 2: The service economy; 2.1 The Great Reset; 2.2 An Age of Abundance; 2.

3 An Emerging Service Economy; Chapter 3: Everything is a service; 3.1 The Industrial Model; 3.2 Service-Dominant Logic; 3.3 A Product is a Service Avatar; 3.4 Services are Co-created; 3.5 A Process is Not a Service; 3.6 Service Networks; Chapter 4: Services are complex; 4.1 Demands on Companies are Increasing in Volume, Velocity, Variety; 4.

2 Customers Introduce Complexity and Variability into Operations; 4.3 Why is it So Hard to Keep Your Service Promises?; 4.4 Customers Resist Standardization; 4.5 Customer Support: Efficient for You, Painful for Them; 4.6 Cost and Quality are Not Mutually Exclusive; 4.7 Customer Service Doesn''t Have to be Painful; 4.8 Control at the Edge; Chapter 5: How companies lose touch; 5.1 Why Do Companies Lose Touch?; 5.

2 Over-Expansion; 5.3 Blind Spots; 5.4 Risk-Avoidant Cultures; 5.5 When in Doubt, Get in Touch with Your Customers; Chapter 6: Structural change is necessary; 6.1 How Did We Get Here?; 6.2 Conflicting Constraints Lead to Rigidity; Chapter 7: Complexity changes the game; 7.1 Return on Assets is Dwindling; 7.2 Fewer and Fewer Companies are Surviving in the Long Term; 7.

3 What is Causing this Increase in Death Rates?; 7.4 The Red Queen Race: If You''re Not Running, You''re Falling Behind; 7.5 What is a Coevolutionary Process?; 7.6 Every Adaptive Move by One Organization Affects Others; 7.7 Adaptive Moves Can be Competitive--and Cooperative; 7.8 Adaptive Moves Can Create Opportunities for Others; 7.9 Coevolutionary Relationships Can be Very Complex; 7.10 Optimization is a Journey that Leads to a Few Fitness Peaks; 7.

11 We are Reaching a Complexity Tipping Point; 7.12 The Future is Connectedness;Part Two: What is a connected company?; Chapter 8: Connected companies learn; 8.1 The Company as a Machine; 8.2 Closed and Open Systems; 8.3 Complex Adaptive Systems; 8.4 The Long-lived Company; 8.5 Design by Division; 8.6 Design for Connection; Chapter 9: Connected companies have a purpose; 9.

1 Purpose Accelerates and Focuses Learning; 9.2 What is the Purpose of a Company?; 9.3 How Profits Can Destroy Your Company; 9.4 Purpose Sets the Context for Organizations to Learn; 9.5 Purpose is a Moving Target; Chapter 10: Connected companies get customer feedback; 10.1 Performance is How Well You are Doing; 10.2 The One Judge of Service Quality; 10.3 Balancing Promise, Purpose, and Performance; 10.

4 Service Quality is a Moving Target; 10.5 Promoters and Detractors; 10.6 Building Long-Term Relationships with Customers; 10.7 The Net Promoter Score; 10.8 Net Promoter at Enterprise; 10.9 Net Promoter at Apple; 10.10 Net Promoter at Logitech; Chapter 11: Connected companies experiment; 11.1 Moments of Truth; 11.

2 The Problem with Procedures; 11.3 The Front Line is not a Production Line; 11.4 The Law of Requisite Variety; 11.5 Reducing Variety; 11.6 Absorbing Variety; 11.7 Freedom to Experiment;Part Three: How does a connected company work?; Chapter 12: Wrangling complexity; 12.1 The Complexity Issue; 12.2 Agile Development; 12.

3 Service Orientation; 12.4 Organizing for Agility; 12.5 Most Companies are Not Built for Agility; Chapter 13: The future is podular; 13.1 The Parable of the Watchmakers; 13.2 The Podular Organization; 13.3 Morning Star''s Self-Organizing Marketplace; 13.4 The Nordstrom Way; 13.5 Self-Organizing Teams at Rational Software; 13.

6 Democratic Management at Semco; 13.7 Can Your Company Go Podular?; Chapter 14: Pods have control of their own fate; 14.1 What is a Pod?; 14.2 What Kinds of Companies have been Successful with a Podular Approach?; 14.3 A Podular System Trades Flexibility for Consistency; 14.4 Why aren''t more Companies Going Podular?; Chapter 15: Pods need platforms; 15.1 What is a Platform?; 15.2 What is the Value of a Platform?; 15.

3 A Platform is a Government; Chapter 16: How connected companies learn; 16.1 The Growth Spiral; 16.2 Level One: How Entrepreneurs Learn; 16.3 Level Two: How Organizations Learn; 16.4 Level Three: How Platforms Learn; 16.5 Growth Spirals in the Connected Company; Chapter 17: Power and control in networks; 17.1 Linking Things Changes Them; 17.2 What is a Social Network?; 17.

3 Power and Control in Networks; 17.4 Exercising Power in Networks;Part Four: How do you lead a connected company?; Chapter 18: Strategy as a Pool of Experiments; 18.1 Strategies Don''t Last Forever; 18.2 Let a Thousand Flowers Bloom; 18.3 A Portfolio of Experiments; 18.4 Be Connectable to Everything; 18.5 Strategy by Discovery; Chapter 19: Leading the connected company; 19.1 Leading from the Edge; 19.

2 Edge Leadership; 19.3 You are a Learning Field; 19.4 Influence--Give Meaning and Moral Authority to the Purpose; Chapter 20: Managing the connected company; 20.1 Management is a Support System; 20.2 Designing the System; 20.3 Operating the System; 20.4 Tuning the System; 20.5 The Job of Managers;Part Five: How do you get there from here?; Chapter 21: The Risks of Connectedness; 21.

1 Networks are Neutral; 21.2 Pod Failure; 21.3 Too Much Autonomy; 21.4 Not Enough Autonomy; 21.5 Platform Failure; 21.6 Failure of Purpose; 21.7 Customers First; Chapter 22: Starting the journey; 22.1 How to Get there from Here; 22.

2 The Organic Path; 22.3 Top-Down, Leader-Driven Change; 22.4 Pilot Pods; 22.5 Network Weaving; 22.6 It''s Time to Change;Bibliography;Discussion Questions;.