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The Connected Company. (Anglais) Relié – 28 septembre 2012

5.0 étoiles sur 5 1 commentaire client

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Description du produit

Social networking has dramatically altered the way companies react to change. 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. 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.

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Format: Format Kindle Achat vérifié
This book helps to understand the ceiling glass that some organization are facing now, and how to overcome it, by new ways of organizing, based various examples.
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Commentaires client les plus utiles sur Amazon.com (beta) (Peut contenir des commentaires issus du programme Early Reviewer Rewards)

Amazon.com: 4.7 étoiles sur 5 59 commentaires
1 internautes sur 1 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 Insightful and a Must Read for Business Leaders 14 avril 2016
Par appadito - Publié sur Amazon.com
Format: Format Kindle Achat vérifié
Insightful and valuable. What was valuable to me was the structure and organization of this book; it started and the focus remained on the realities of today's business world; companies MUST be Customer Focused. Understanding what that means, how it translates into your specific company so that you can lead it forward with real effectiveness, and learning how to adjust your approach, learning and strategy to be better positioned moving forward was the core elements I derived from this book. I recommend taking notes and re-reading it to absorb. I found I missed much on the first pass because of the wealth and absorption ability of my paradigm.
3 internautes sur 3 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 The Importance of Being Connected 8 septembre 2012
Par Michael A Dila - Publié sur Amazon.com
Format: Format Kindle Achat vérifié
Dave Gray is a smart and thoughtful man. And in 2010 he published a very valuable book, called Gamestorming: A Playbook for Innovators, Rulebreakers, and Changemakers.

This year, with the publication of The Connected Company, Dave Gray has written an important book. Like Peter Senge's The Fifth Discipline, Gray has placed the idea of the organization as a learning and evolving organism at the center of an argument for how the effects of Internet culture and technology are changing the environment in which companies operate.

I admire Gray's clarity and the simple power of his well-considered arguments. This is also a very carefully designed book, very mindful of the user experience of its readers. Gray clearly understands and empathizes with the sort of people who need to read this book and what they need to do with the ideas they will find in it. And I hope it won't hurt sales to say that this is a book for the thinking business person.

Dave Gray doesn't have all the answers, of course, but he is struggling with the right questions, and they are the questions that business leaders must also now confront, make sense of, and orient themselves within. The Connected Company sometimes reminds me of the ethos of Tracy Kidder's The Soul of a New Machine. Not only does it capture the sense of urgency that faces organizations today, but also an optimism about the opportunities that lie ahead for the companies that manage to leave the vestiges of the machine age behind and embrace the struggle with complexity that only connected companies can.
2 internautes sur 2 ont trouvé ce commentaire utile 
4.0 étoiles sur 5 It's the Connections!! 13 janvier 2013
Par DM - Publié sur Amazon.com
Format: Relié Achat vérifié
Having lived my life in and through the network, Dave's book The Connected Company hits a sweet spot for me. It's layout, structure and format make it so easy to read and use - a huge plus! First, being a lover of etymology, I love Dave's elaboration of Product as a Service Avatar on many levels. First, it's so so true and second, the basis of the word avatar. So, second first - Avatar comes from Sanskrit. Ava means descent, coming down and Tatari means crossing over. Analogies of diving to flesh, energy to matter are spot on. Second, first - product as a service avatar. Think of how we name and use products. Dave reminds us of iron, brush, bottle, ladle, drum - these are nouns and verbs! Think of products as job descriptions (hence, "jobs to be done" per Clayton Christensen) - blender, washer, heater, etc.

Companies must learn to become part of their customers' lives - part of their network. Most companies today see their role as bringing customers into their network - that's backwards. So this implies some structural changes. Most current companies are structured for efficiency over effectiveness, for repeatability over adaptability. However, in an increasingly complex and light-speed world, this won't work too well. If effectiveness matters, than purpose is front and center - otherwise how do you know you're being effective? So the focus has to be on being mission-driven, assessing your success frequently which means learning which means trying a lot - otherwise known as experimenting. The more we experiment, learn, apply and iterate, the higher probably of achieving the intended outcomes for our customers - our purpose!

Obviously, with a changed structure, a more adaptable structure for this century and for connecting with our customers, the traditional roles and responsibilities may need to change as well. To date, management has been an operating system - the system. Not so much going forward! Dave shows us how management needs to be a support system, a means, not an end, to consistently delivering more and more real and meaningful outcomes. The power of management lies not in its control, but in its connections.

Now, you can say that I'm partial to Dave's book given my writings on and passion for networking and you'd be right. Perhaps that's why I find this book so necessary for today's world - because we need to view our organizations, our companies as part of a network, a connection - there to connect and to facilitate connections. And, yes, I'll admit, the fact he referenced one of my idols, Albert-Laszlo Barabas sure did help!

Read Dave's book - get a digital and physical copy because you'll want to mark it up, pass it around and use it like workbook - at least you should!
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5.0 étoiles sur 5 The Best Book I've Seen To Date On This Subject 6 mai 2013
Par Nollind - Publié sur Amazon.com
Format: Relié Achat vérifié
If you're fascinated with Social Business, Community Building, Social Organizations, Living Organizations, or whatever you call the collective endeavour you are trying to achieve, no matter the industry, then this book is a must read. It could potentially be the single most important book on this subject.

Some perspective as to why I'm making this recommendation even though I haven't even finished the book yet (i.e. I'm on Chapter 17 of 22). It's primarily because I've read a variety of books on this subject and while many have been helpful and informative, few communicate with such clarity and sense as to how and why these changes are occurring. And above all else, full sense and understanding is what we need if we're going to try to replicate this in our own organizations ourselves.

For myself, I've been researching this subject for over tens years, born out of my playful social experiences building communities online around video games. There are aspects of social organizations that I've intuitively used and know to be true for years but couldn't fully articulate them to people in a logical way. The Connected Company is finally giving me the sense and understanding to do this now. So much so that I was contemplating on writing a book on my research but Dave Gray encapsulates so much, so eloquently, and so well that it would be hard to surpass what he's done in this book.
4.0 étoiles sur 5 Not much new, but still worth while reading 8 novembre 2012
Par Hans Peter Bech - Publié sur Amazon.com
Format: Format Kindle Achat vérifié
In The Connected Company, Dave Gray makes the statement on page 8 (of the ePub version) that this book is based on other people's thinking. I will agree. There is not much new thinking in this book. However, the book is still definitely worthwhile reading.

The short version: Consumer market conditions are changing so fast that the traditional hierarchical and top down driven organizations cannot adapt fast enough to accommodate these changes. The inability to respond to changes in consumer market conditions increases exponentially with the size of the organization. Success can be a fast route to failure. Hierarchical, rule based and top down driven organizations cannot deliver quality service. Service is delivered in the touch point with the individual customer. It is not possible to foresee exactly what is required to deliver a positive experience for each customer. The person delivering the service most be empowered to do what is necessary to make the individual customer happy. Unhappy customers can create a tornado of bad-will through social media and be devastating to any brand.

"The Connected Company" is well written and Dave Gray delivers his messages convincingly. The book and its contemplations are primarily related to companies and organizations serving consumers. The book is not addressing similar issues for B2B type companies.

Services, production and security
Living in Scandinavia, we are used to flat organizations and a high degree of delegation. With the lowest power distances in the world, Scandinavian companies already rely on the principles promoted in "The Connected Company". Unfortunately, this doesn't always translate into good service. You can also empower people to terrorize their customers. Mechanisms to monitor and manage quality levels still need to be in place.

Although I strongly believe in the connected company philosophy, there are situations where I prefer to be served by an old fashioned, rule based organization. I can live with a lot of variety and individualism when I buy a cafe latte at my local Cafe, but not when I fly, go to the doctor or have my car in for maintenance. I do hope that the Mac I buy from Apple is produced under the most stringent quality control circumstances. Even the most friendly and flexible customer service representative will have a tough job compensating for the consequences of a poor product.

The combination of excellent products and excellent service is powerful. Excellent service is not always individual service.
Example:
A year ago my iPhone stopped working. I checked the Apple web site and found a service where Apple will send you a new iPhone immediately. When you receive the new iPhone you return your defective iPhone in the packaging delivered with the replacement. You have to call Apple to initiate this service. You also have to call the logistic company to come and pick up the defect product. But it all works so smoothly and you have a replacement in just a few days. When you turn on your new iPhone it automatically installs everything from your previous iPhone. This experience was so powerful that I - in the foreseeable future - won't bother looking at any other brands than Apple for my smart phones.

Creating and leading a connected company (= maintaining alignment)
The book does offer discussions on how you create, lead and push your connected company forward. Part four of the book is devoted to "How do you lead the connected company".

An interesting observation is made at the very beginning of this section:
"Strategy is usually considered the province of senior executives. But senior executives are in some ways the least qualified to envision the future, because they are the most invested in the past and the least likely to be around in the long term. In a connected company, strategy happens at all levels, across diverse groups and different time scales, generating a rich pool of experiments for senior leaders to draw from."

The delegation of strategy and execution requires very strong alignment around purpose, objectives and values. The book doesn't offer much help on how to check and ensure alignment. Maybe it is beyond the scope of the book to address the alignment issue, but a connected company must be based on people with a strong passion for the same purpose, objectives and values. The leader of a connected company cannot ignore the alignment challenge. Continuous alignment becomes one of the top priorities of leaders in a connected company. Even minor differences in the perception of purpose, objectives and values will tear a connected company apart. Tools and process for continuous alignment must be in place.

The connected company and the power distance
As mentioned above countries with low levels of power distance will have a much easier job of embracing "the connected company" principles. Both the management and the operations people will be comfortable with this structure. The operational people will thrive with the empowerment and the leaders will accept mistakes and failures as the price paid for increased productivity and improved customer service. Autocratic and feudal type environments will have a hard time moving in this direction. The leaders don't want to delegate the "power" and the operations people are reluctant to take it. It will be interesting to see how the proliferation of connected companies will happen around the globe.
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