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Create The Self-Adapting, Self-Renewing,

Instant-Action Enterprise

The Power Of Corporate Kinetics

(Michael Fradette and Steve Michaud, Deloitte Consulting


/Simon & Schuster/ June 1998/255 pages/$25.00)

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The Power Of Corporate Kinetics


Create The Self-Adapting, Self-Renewing,
Instant-Action Enterprise
The Big Idea
How do businesses cope in today's fast-paced, wired world? By embracing change,
evolving with the times, throwing out old models and strategies, constantly adapting,
seizing opportunities, meeting ever-shifting customer demands, and capitalizing on
market turbulence. The kinetic enterprise thrives on unpredictability.

Part 1 The Destination


Embrace the Power of Corporate Kinetics
The Two Goals of the Kinetic Enterprise are:
1. Serve a single customer.
Provide the sales relationships, products, and services to match the infinitely diverse
and changing demands of individual customers, one by one.
2. Act in zero time.
Meet customer demands and exploit market opportunities instantly by means of
simultaneous enterprise-wide collaboration and action.
Chapter 1 The Death of Predictability
You can't predict the future but you can be ready for whatever it brings.
Kinetics
* From the Greek Kinesis, or movement.
* Defined in the dictionary as "relating to the motion of material bodies and forces and
energy associated therewith"
* Applied to a dynamic business that instantly responds to new demands and seizes
new opportunities.
* Predictability is dead. How do we turn this truth to our advantage?
* The answer is Corporate Kinetics.
* The model of the kinetic enterprise, a guide to the design of a business that can cope
with the new reality. If we can no longer depend on our ability to predict the future, we
must create a dynamic business design that can capitalize on the unpredictable, to turn
it to our advantage.
* A new culture motivates workers to collaborate, make decisions, take risks, innovate,
and learn.
"The organization that is successful is the one that can best deal with surprise."
-Gen. Gordon R. Sullivan and Michael Harper, from Hope is Not a Method
The kinetic enterprise is organized around workers who initiate and execute individual,
discrete, and unpredictable projects we call events. Two varieties of events:
1. Market Events
2. Customer Events

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A Market Event begins when a market opportunity is identified by a worker or team of


workers and ends with a totally new kind of product or service being introduced.
Examples
1. MTV. Two 25 year-old production assistants both named Melissa put out a memo
asking for a brighter, cleaner MTV and to "screw the maudlin death images". The
Melissa Manifesto sparked a network overhaul with fresh programming, remodeled
studios, and new personalities.
2. 3M Minnesota Mining and Manufacturing. The CEO breaks a leg and asks scientists
to design a more comfortable cast. The product Scotchcast Casting Tape was born,
soon becoming the standard material for orthopedic casts.
3. Kinko's. A copy-machine operator comes up with the idea of using the new lamination
and binding technology to sell customized gift calendars during the Christmas season.
The company founder and chairperson recognizes the idea's potential. A new product is
born and today custom calendars are moneymakers worldwide.
Customer Events unleash workers to satisfy unique customer requirements.
Examples
1. Deere & Co. created a one-of-a-kind planter for a farmer who needed special
requirements for his new hybrid of corn.
2. Sumitomo Forestry Co. Ltd. helps customers design their own dream homes on a
computer, then the total budget estimate is given with an order form while construction
teams are assigned. The event ends with the home construction completed.
The Case for Kinetics
The kinetic business grows and evolves spontaneously with each and every market and
customer event. Kinetic capabilities enable businesses to create one-of-a-kind products
and services for single customers or to exploit new market opportunities, and do it
profitably and quickly. When the unexpected happens, the enterprise handles it on the
fly, instantly innovating. It constantly creates discontinuities for its competitors.
Example:
* H. Wayne Huizenga rewrote the rules of waste-disposal, video-rental, and the
automotive marketplace, turning each into billion dollar industries through consolidating
disparate units under one company, or all the available car brands in AutoNation along
with major car-rental companies.
Companies must abandon their old ways and prepare to cooperaten in an unpredictable
world.
The strategic plan of yesterday has nothing to do with the plan of tomorrow.
* Old strategies are beat.
* Old boundaries are gone.
* Old customer loyalties are dead.
* Old pace is outpaced.

The World has Shrunk


Companies have employee memos translated into 50 different languages and sent
across all the different continents. Most companies' revenues come from outside of the
USA, particularly in Asia.

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The Kinetic Way


The kinetic enterprise is not just a pipe dream. Companies such as Buckman
Laboratories, Chevron Corporation, Coca-Cola, Dell Computer, Hewlett-Packard, Albert
Einstein Healthcare, Intel, Kaiser Permanente, Kinko's, Microsoft, MCI Communications,
MTV, Oticon, The Charles Schwab Corporation, Sears, Roebuck&Co., Southwest
Airlines, Visa International, and even the US Army are progressing toward the kinetic
way.
"Because business life cycles are now measured in months than in years, executives
must plan for their new products' replacements at almost the same time they launch
them."
-Michael Tushman, Columbia University Professor, Journal of Business Strategy

Chapter 2 Think the Unpredictable


Seize unexpected market opportunities. A kinetic business capitalizes on the
unexpected. Identify an opportunity (an unpredictable one) and exploit it!
Example:
Intel scientists create a bus (the term for the circuitry, wires, and hardware inside a
computer) to work fast enough with the new Pentium chip, bringing Intel to the forefront
of bus design and production.
Catch up or perish! Change or perish!
A market event is defined as "the work of the enterprise immediately and profitably
performed to seize an unexpected market opportunity".
A market event
* Starts when a worker identifies an unpredictable opportunity
* Worker assesses impact on the enterprise and determines if the impact will be
desirable
* Gets the budget go-ahead from management
* The market event ends when the workers roll out the innovation
What Market Events Aren't:
* Strategy
* Forecasting
* Mere responses to shifting customer needs.
Workers invent ahead of shifting customer needs.
"Seeing the future first may be more about having a wide angle lens than a crystal ball."
-Hamel and Prahalad, Competing for the Future
In the kinetic enterprise, workers are the wide-angle lens. The front line people have
better insight on what customers want, or what improvements should be made.
Evolution, not revolution.
The Key Elements of Market Events
A common element - a worker's idea and its follow-through

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1. Spotting an unexpected market opportunity


2. Assessing the impact on the enterprise
3. Deciding if the market opportunity is right for the business
4. Marshalling the resources of the enterprise to capitalize on the opportunity
5. Developing the best approach to the task
6. Capturing the insights and rolling out the idea to the enterprise
"Help every person in the company understand the business in the same big picture
terms as the CEO does."
-Michael Hammer, Fast Company
Strategic Purpose must be geared toward creating new benefits for customers that were
never imagined before.
When workers understand the business in the same way the CEO does, everyone
paddles the boat towards the same direction. Workers will then accept personal
responsibility for creating competitive advantage.

Chapter 3 Do the Unpredictable


Satisfy Unexpected Customer Demands
A kinetic business treats every customer interaction as discrete and unpredictable. It
immediately and profitably delivers one-of-a-kind products, services, and relationships.
Example:
Dell Computer Corporation offers solutions to meet the specific, unpredictable demands
of customers -to perfect the customer event. From the placing of the order through an
800 number, designing the order with the customer's specifications through a customer
representative, and then agreeing to a specific price before launching into action and
delivery within 36 hours.
We define the Customer Event as the work of the enterprise immediately and profitably
performed to satisfy a unique, single customer demand. In a customer event, the work
of the enterprise encompasses everything needed to deliver a one-of-a-kind product,
service, or relationship to a customer.
The Dell Customer Event from beginning to end:
1. Collaboration with a customer
2. Salesperson determines if the company can deliver profitably
3. Trigger action to execute event
4. Shipping, billing, reporting is automated or performed in the quickest way possible
5. Customer is satisfied and insights of workers are captured for future reference.
What Customer Events Aren't:
1. Customer Events Aren't An exercise in extravagant service a la Nordstrom, where
one lone hero goes out of her way to satisfy a very specific need of a customer. ( A
wheelchair-bound customer needed a shawl short enough not to get caught in the
wheels, the clerk who waited on her knitted one personally for her)
2. Customer Events Aren't dedicated to achieving intimacy or a long-term relationship.
It's delivering what they want, when they want it.
3. Customer Events Aren't Micro-Marketing

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4. Customer Events Aren't Mass Customization. All the processes are executed for a
single customer.
In a kinetic enterprise, the elements of customer events happen simultaneously in an
organized, continuous, well-practiced flow of ideas and actions. Workers cope with
unexpected customer demands and gain new skills and insights; these in turn become
part of the knowledge base, which becomes available to all.
This organic, cooperative model yields another benefit - by providing customers with
unprecedented products, services, and relationships, the kinetic enterprise is inventing
the future, creating the unpredictable demands the competition will have to meet.

Chapter 4 Live the Unpredictable


Organize on the Fly
Learn as you go.
* Workers think like owners.
Because kinetic business workers are personally committed to the enterprise's common
performance, they are willing to take risks, and try new solutions - on the fly.
* Workers will feel a true sense of ownership when they share in the financial rewards,
as Microsoft's workers share in the increasing value of its stock. Profit sharing will drive
the kinetic workers' performance.
Case in Point: Kinko's
A culture built on a complete commitment to the concept that everyone is a worker. The
founder and chairperson eliminated the words "employer" and "employee" from the
Kinko's lexicon. This culture of equality was practiced in real terms: no special parking
spaces at headquarters, executives experience the store front lines one day a month,
and a nursery was built at headquarters for all the working moms. Then there is the
special compensation for overall store performance, like a trip to Disneyland for the
workers in one store that outshines all the others in terms of sales, profit and growth. It's
no wonder that "Democratic" was the word Kinko's workers used to describe their
company.
* Workers share common goals and enterprise-wide rewards. MCI's Don Lynch, senior
vice president of financial operations, describes the workers motivations rooted in a
strong sense of self-worth. Promotions are a function of results, not tenure.
* Sweep away traditional hierarchies and constraining job descriptions. This allows for
greater collaboration.
"People give more if they can figure out how to control themselves, how to regulate
themselves, how to contribute what they can contribute out of their own authentic
abilities and beliefs, not out of somebody else's predetermination of what they're going
to do all day."
-Robert Shapiro, Chairman, President and CEO, Monsanto Co.
Case in Point: Aerial Communications
The company successfully launched its new cellular phone service in an 18-month
target, using a flat, kinetic structure, with few titles, no offices, cubicles for everyone
including the CEO, and multidisciplinary teams tackling issues week per week. The plan
was to launch the business in just 18 months, building 1,000 cell sites and 6 switching
centers using people of diverse backgrounds but all experienced in wireless operations.

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Sometimes all it requires is a quick trip to a coworker to get another person's opinion.
Sometimes a problem requires an ad hoc team. Collaboration allows workers to get the
help they need to execute events -integrating workers from all departments of marketing,
sales, manufacturing, distribution, finance, and service. Teams appear and dissolve as
needed. Everyone understands they lend their expertise all towards the customer's
benefit.
Encourage huddling.
"Interdisciplinary teams help people see the integration of different parts of an
organization. The huddle concept of getting specific knowledge or input gives
employees a lot of flexibility and allows them to move quickly."
-Wendy Leebov, Associate Vice President, Albert Einstein Healthcare Network
Workers Learn as They Go
Case in point: Chevron
Veteran workers serve as "process masters", in charge of figuring out techniques in oil
refining to improve quality, save time, and reduce costs. Workers look to them for advice
and innovation.
Billy Williams, a veteran worker, innovated using a "pig" or abrasive rubber cylinder,
rethinking the traditional cleaning technique of Chevron's Richmond crude unit, and
creating a more cost-effective technique. Traditionally pipes were cleaned every 4 years
by burning of coke deposits, the new pig technique saved the company $1 million per
cleaning.
"If an institution wants to be adaptive, it has to let go of some control and trust that
people will work on the right things in the right ways ."
-Robert Shapiro, President and CEO, Monsanto Co.
Through the full use of communications networks, via email, Lotus Notes, voicemail,
annual conferences, and regular meetings, kinetic-minded organizations can develop
and nurture collaboration.
Example:
K'Netix, a company knowledge-sharing network, is one such collaboration tool at
Buckman Laboratories, allowing an immediate response to requests for
information-sharing among hundreds of employees across eighty countries.
Chapter 5 Be the Unpredictable
Tap Everyone's Abilities
Like the members of a basketball team, in a kinetic enterprise, everyone is a worker,
prepared to play a role at any time. The workers understand the game plan or the
strategic purpose, but they get the job done on their own, relying on each other's skills.
Managers actively participate on the front line. There is a mix of blue and white-collar
workers all rolling up their sleeves and making things happen. At Microsoft, Bill Gates
spends hours in programmers' offices brainstorming about the best approach to
constructing code for new software products.

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Oticon, a hearing aid company, is not organized by department, function or business


process. All work is based on individual projects pursued by teams that come together
to complete a task and then break up. Innovative proposals are welcome and the one
who comes up with the idea can put together a team to get it done.
Free of old structures, Oticon and its kinetic workers are ready to take on whatever the
unpredictable future holds.
Empowered workers are taught to do what the bosses used to do, while the business
stays the same. Kinetic workers on the other hand, are expected to pull the bosses and
everyone else along with them as they constantly evolve the business in response to an
ever-changing marketplace.
The Roles of a Kinetic Worker
Frontline worker, strategist, stakeholder, decision-maker, manager, coach, student,
champion, innovator, project member, networker, and leader.
1. Frontline workers interact directly with customers to handle unpredictable challenges.
2. Strategists shape the purpose and boundaries of the organization, they are
up-to-date on market trends, understand how actions affect customers, suppliers, and
competitors.
3. Stakeholders take personal responsibility for the success of the business and
participate in the rewards.
4. Decision-makers use real-time information to respond to customer demands.
"Basically, the whole day is a series of choices" -Lewis Platt, CEO of Hewlett-Packard
5. Managers monitor themselves and their teammates. What gets measured is what
gets done.
6. Coaches help others learn by sharing experiences, insights, and mistakes.
7. Students constantly seek to broaden their experience and develop new skills to
increase their value at the enterprise.
8. Champions sell their ideas and enlist other worker's support and obtain the financial
backing.
9. Innovators find ways to improve current business operations and evolve new
customer solutions, new products, services, and new business formats.
10. Project members collaborate to create new strategies, products and services.
11. Networkers build awareness and cultivate relationships with other workers in and
outside of the organization.
12. Leaders are role models for the company's vision, values, and performance goals.
"Nobody owes you a career. Your career is your business. You own it as sole proprietor,
you have one employee: yourself. You need to accept ownership of your career, your
skills, and the timing of your moves. It is your responsibility to protect this personal
business of yours from harm and to position it to benefit from the changes in the
environment. Nobody else can do that for you."
-Andrew Grove, Chairman and CEO, Intel
The Skills of Kinetic Workers
Kinetic workers constantly reinvent themselves, handling unpredictable events on their
own.
Developing new skills to adapt to changing demands and continuously interacting with

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coworkers the kinetic worker increases the company's ability to profit from
unpredictability.
The Experiments of Kinetic Workers
3M's Genesis Grants provide up to $75,000 seed money for projects even when no
large market potential is evident. Its how the company comes up with innovative new
ideas.
The Rules and Kinetic Workers
Don't tell people how to do their work.
"When people get a chance to accomplish something themselves, they just come to
life."
-Anthony Rucci, Chief Administrative Officer, Sears, Roebuck & Co.
Successful Failures
Leaders must be willing to allow workers to break the rules, and accept occasional
failure as the price of success. You can't stumble if you aren't moving.

Part 2 The Journey


Follow Five Concurrent Paths to Corporate Kinetics

Chapter 6 The First Path


Create the New Leadership
Lead from the front line while making decisions in real time.
The five key tasks of the kinetic leaders are:
* Set the company's strategic purpose
* Establish boundaries within which that purpose may be pursued
* Provide mechanisms whereby workers can challenge those boundaries
* Champion market and customer events
* Make decisions in real time
* But first, the announcement of the decision to all workers that the enterprise will
pursue two outrageous goals set forth in the beginning of this book, to serve a single
customer, and act in zero time.
Outrageous goals inspire outrageous achievement.
Set Strategic Purpose
Challenge workers to do whatever it takes, reinvent themselves, their roles, and their
business to bring the strategic purpose to life. Microsoft's strategic purpose is
"Information at your fingertips".
Toyota 's strategic purpose is to lead in the convergence of telecommunications,
information, and automotive technology. The outrageous customer benefit is, "Anything
you can do at home, you can do while in motion."
Set Strategic Boundaries
Intel's purpose is limited to being the leading building block supplier to the computer

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industry, the business is not to go beyond this strategic purpose. At Sears, the clearly
defined target market, the female shopper from age 25 to 54 is where the strategic
purpose lies, any efforts focusing on the outside of this boundary are frowned upon.
Champion Market and Customer Events
Kinko's CEO travels around the US explaining his philosophy to his frontline workers
while their managers handle customers at the stores. The communication between the
CEO and the workers is direct using a voice mailbox. Idea exchange is the company
culture.
Make Decisions in Real Time
There is no time to "sleep on it". In order to respond as rapidly as the market or
customer event happens, kinetic leaders must have sufficient confidence to decide
quickly. They have to stay on top of things, constantly gathering information about
ongoing projects. Kaiser Permanente's CEO uses Lotus Notes to inform workers,
acknowledge, and keep them focused on Kaiser's strategic purpose and where the
company is headed.
Leaders need to truly accept the risks inherent in the kinetic system.
Chapter 7 The Second Path
Build the Right Workforce
Hire Kinetic
Kinetic organizations search for candidates with innate talent rather than track record.
Their attitudes and personalities must match the corporate culture.
Past experience is less relevant to future performance. Any skills missing can be
learned. Mind-sets are harder to absorb.
Microsoft's workers must rapidly absorb new ideas and skills in the process of
simultaneously producing new solutions. That takes outstanding intelligence and
creativity, qualities Bill Gates calls "relatively innate", and he believes they are best
found in fresh graduates. Other qualities sought are the ability to ask insightful questions,
to see connections between disparate domains of knowledge, and to collaborate with
colleagues. They must be well versed in programming code that they comprehend long
printouts in an instant. Salaries are lower than competing companies, but stock option
packages yield huge payouts. They have the ownership and responsibility for the
company's future, they are willing to take the risk.
Southwest Airlines look for people with a good sense of humor, those who don't take
themselves too seriously, and a good dose of unselfishness. The sense of humor is
required in an extremely stressful and competitive environment. Workers are expected
to take risks and make decisions on their own, without fear of retribution if something
goes wrong. Profit-sharing plans also fuel its high-energy workers.
Insight: Hire for innate talent.
Microsoft looks for IQ and creativity. Other kinetic enterprises emphasize a willingness
to take risks, big-picture thinking, resilience under fire. In an unpredictable world, the
ability to operate in chaos is a talent. Everything else can be learned.

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Insight: Hire for attitude.


Hire people who think like business owners, people with a thirst for responsibility and
ownership.
Insight: Hire what you need.
Bill Gates looks for people who express an opinion and idea on the spot, because
Microsoft is a software manufacturer. Southwest looks for people who show
thoughtfulness for others, a quality required in the service business.
Prepare Workers to Act Kinetic
It took a transition phase of a few years to transform the thinking of workers within the
Albert Einstein Healthcare Network. First, the CEO recognized the need for adaptability,
otherwise the company would drown in the new competitive healthcare marketplace. A
change in core values, more patient-oriented, collaborative workstyles, and personal
commitment was required. The managers who didn't comply with the new set of values
were fired. Communications through newsletters and bulletins brought workers up to
date on the new developments in local health care. Training programs were provided,
with workers choosing what new skills they wanted to learn to adapt to a new healthcare
service.
Company websites, quarterly meetings, newsletters, and six-week courses are all
devices to mold workers into kinetic form.
Insight: Embed the strategic purpose.
Before the kinetic transformation can commence, leaders must set boundaries within
which the workers will invent the future. In Einstein's case, the strategy changed from
filling hospital beds to improving the health of the patient by whatever means possible.
Insight: Define the new way to operate.
Put customers first. Take initiative. Cooperate and collaborate with colleagues, think
and act with the enterprise in mind.
Insight: Train workers to play any role, anytime.
Einstein's kinetic solution was to enable workers to determine what kind of training they
needed.
Other key insights:
* Manage transfer of control.
* Build vehicles for knowledge transfer. (i.e. a public website, a company newsletter)
* All workers must chart their own course.
* Use projects to train for events.
Reward for Success
* Reward enterprise-wide performance. Offer stock options, profit-sharing, to encourage
ownership.
* Reward behavior, not just results.
* Reward with more than just money.
Chapter 8 The Third Path
Design for Instant Action

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1. Design Protocols for Simultaneous Work


The hospital emergency room is a model for this type of protocol. A team trained to
address different patients' injuries, smoothly shifting roles and supporting one another
for a common purpose.
Health Care
Telemedicine camera attached to ambulance attendant's helmet, shows actual time
video of the patient and his vital signs.
Insight: Create team protocols for simultaneous work.
Team members understand they operate under a set of guidelines, decisions must be
made quickly and they accept the risks.
Insight: Provide technology for virtual teamwork.
Boeing's EPIC design database allows different engineers making various parts to
check with each other if the parts fit, thereby eliminating costly design errors that would
have been discovered too late - on the assembly line. Teams should meet in a virtual
workspace to develop products and deliver personalized service.
2. Design Networks for Spontaneous Collaboration and Learning
Kaiser Permanente overhauled its network replacing old local area networks (LANs)
with a single network accessible to every worker. Every employee had a PC or a laptop
that could easily plug into the company network.
Lotus Notes serves as the two-way communicator, allowing workers to share ideas and
information in real time.
Insight: Build an enterprise-wide network.
Insight: Partner on the fly.
3. Design Information Technology to Deliver in Zero Time
Amazon.com
With 1.1 million titles available 24 hours a day over the Internet, this is the model of the
zero time customer event.
Insight: Handle customer transactions one at a time.
The instant an order for a book on Amazon.com is received, the customer's bank
account is charged or the invoice is calculated and an image stored electronically, ready
for printing when needed. Accounting books are electronically updated and
management information is also updated with every single customer order. This means
the company performance is monitored up-to-the-minute.
Insight: Design applications that put workers in charge
Design Process technology to serve single customers.
Andersen Windows installed a virtual-design software to answer the demands of
customers who wanted windows that did not look like anyone else's windows.
Insight: Eliminate order entry.
Insight: Produce units of one.
Companies like Haworth, Solutia, and RR Donelly & Sons subscribe to these insights.

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They have devised solutions to serve a single customerallowing a printing press to


run 1,000 copies or just 1 copy. Computers schedule plant runs for a single order or a
million orders. Everything is automated and orders are met on time and delivered,
satisfying the needs of each and every customer.
Insight: Eliminate inventory.
Suppliers must be wired to the company, so work is simultaneously produced to meet a
single customer's needs.
5. Design Facilities for Adaptability
Toronto-based CityTV is housed in a 160,000 square foot studio with no interior walls,
no fixed work schedules, and no programming that echoes the same type of
programming from national broadcasting systems. The strategy is to make CityTV
absolutely local, with roving cameras all over the city, allowing the people of Toronto to
participate in their own programming.
Insight: build for adaptability, not just flexibility.
Both CityTV and Volkswagen are housed in basically empty buildings, so there are no
limitations to the type of facilities that can be used within.
Chapter 9 The Fourth Path
Ignite Customer Events
Let Customers Design Relationships
A kinetic enterprise is prepared for the various tastes among customers and that each
individual's tastes and preferences may change from one day or hour to the next.
Insights:
* Open all channels to all customers (24-hour Hotline, web site, or a local branch)
Make all the resources of the enterprise accessible to a single customer.
* Create corporate memory. One customer may not want to receive educational or
promotional mail, while another does.
* Make everyone a customer advocate. Kinetic workers are in a creative, dynamic
environment free of bureaucracy and share directly in the company's financial success.
* Let customer advocates control resources. There must be networks of experts inside
and outside the organization to respond in real time to an unpredictable challenge.
Let Customers personalize their products or services.
Personalize through technology, suppliers and partners, customer advocates, and
teamwork.
Let Customers Invent New Products and Services
Commingle operations. Get close to customers as possible. Dedicate teams to
invention.
Let Customers Design Total Solutions
Utilicorp shows the way by providing customers with gas, electricity, telephone, Internet,
home security and energy management services, all from one source. Partnering with
other companies allows it to provide the total home utilities solution to its customers.

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Chapter 10 The Fifth Path


Ignite Market Events
Seize opportunities to reinvent operations .
Give workers access to the information they need to be kinetic.
Prepare workers to redesign operations.
Give workers authority to make the case for change.
Give workers outrageous goals.
Give workers freedom to take risks.
Seize opportunities to invent new relationships, products, and services .
Help workers stay abreast of industry trends.
Help workers on every level lead from the front line.
Seize opportunities to innovate with suppliers, partners, and competitors .
Allow workers to make connections.
Allow workers to cross boundaries.
Allow workers to pursue ideas.
Seize opportunities to invent new businesses .
Provide a compelling strategic purpose.
Provide strong entrepreneurial support.
Epilogue
The kinetic enterprise has a significance that goes beyond the business world.
The kinetic model will fundamentally change the very nature of work, and that may have
a profound effect on our society as a whole. Rigid rules and bureaucratic restrictions
dominate in most companies. We learn early not to rock the boat, not to take chances,
and our connections with our colleagues may be more competitive than collaborative.
When the kinetic enterprise becomes the norm, individuals will develop a greater sense
of fulfillment. They may find themselves getting up every morning with a deeper sense
of purpose. People will choose collaboration over competition, take initiative rather than
take orders. The kinetic model will surely reflect on our educational systems, and
positively influence the need for continual learning.

* * *
[ (NBS) ,
(Summary) . Book Review
,
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