- Hardcover: 256 pages
- Publisher: Wiley; 1 edition (December 6, 2011)
- Language: English
- ISBN-10: 1118054016
- ISBN-13: 978-1118054017
- Product Dimensions: 6.3 x 1 x 9.3 inches
- Shipping Weight: 13.6 ounces (View shipping rates and policies)
- Average Customer Review: 15 customer reviews
- Amazon Best Sellers Rank: #1,397,913 in Books (See Top 100 in Books)
Enter your mobile number or email address below and we'll send you a link to download the free Kindle App. Then you can start reading Kindle books on your smartphone, tablet, or computer - no Kindle device required.
To get the free app, enter your mobile phone number.
Other Sellers on Amazon
+ $3.99 shipping
+ $3.00 shipping
Business at the Speed of Now: Fire Up Your People, Thrill Your Customers, and Crush Your Competitors Hardcover – December 6, 2011
Customers who bought this item also bought
From the Inside Flap
At the start of the twenty-first century, we've witnessed a shift to a mass customization-driven economy, leaving behind a century focused on mass production. Customers have come to expect immediate and tailor-made responses to their needs, and the businesses that fail to deliver quickly fall behind. How fast does your business move? Are you doing business at the speed of NOW or trailing the pack at the speed of THEN?
Business at the Speed of Now outlines principles and practices that forward-thinking managers can use to enhance customer experience, reduce costs, and drive growth. Three major game changers have accelerated business today. Social media creates vast powerful communities by instantly connecting people inside and outside an organization. Cloud computing provides workers access to the resources they need to resolve issues the moment they arise. And the Millennial mindset demands that it all happens now. Business at the Speed of Now presents systematic advice on how to build an integrated, engaging, and transparent management system, enabled by cloud computing and internal social networks.
Use this comprehensive guide to create a NOW organization where everyone boldly pursues every opportunity every time. Through more than sixty real-world stories of success and failure, this book:
- Demonstrates how to achieve the three goals of the NOW management system: eliminate fear, reduce variation in everything you do, and rapidly overcome constraints that inhibit progress
- Applies speed-enabling technology to the three essential types of work: Fundamentals (routine work that consumes 95 percent of all resources), Breakthroughs (initiatives that can change the game), and Problems (daily challenges and crises that occur in all organizations)
- Provides a wealth of real-world examples, assessments, tools, guidelines, and checklists that enable readers to apply the concepts immediately
- Offers practical tools for building account ability and transparency into every position, thereby eliminating the loose ends that so often cause business execution to stumble
Set your organization free from the old THEN management ways that no longer get the results you need. Adopt the new NOW management thinking and the state-of-the-art tools that will get your organization doing business at the speed of now.
From the Back Cover
Praise for Business at the Speed of Now
"Practical. Useful. Inspiring. Managers and leaders who want toengage the hearts and minds of every employee will find all thetools they need in the pages of Business at the Speed ofNow."
—Marshall Goldsmith, author of the New York Timesbestsellers Mojo and What Got You Here Won't Get YouThere
"Mr. Bernard's book achieves a critical first by showing howsocial media and cloud computing are resetting customerexpectations. Then he makes clear why competitive pressures demandthat management apply process thinking to management itself inorder to ensure everything is in place for employees to meetcustomer needs in real time."
—Richard Walje, President and CEO, Rocky Mountain Power, adivision of PacifiCorp
"Our citizens demand transparency and accountability. Governmentmust achieve outcomes that matter. Business at the Speed ofNow is more than thought provoking, it provides answers everyleader needs to understand."
—Michael J. Jordan, Chief Operating Officer, State ofOregon
"This book connects dots from the past, present, and future,simplifying complex issues that can appear daunting to today'sleaders. Bernard's GPS for navigating today's fast-changingbusiness environment reveals the principles and practices leadersshould keep and those they should leave behind to create highlycompetitive organizations where people fully engage their heartsand minds. Compelling stories and pragmatic tools in every chapterhelp readers apply those insights immediately."
—Teresa Roche, Chief Learning Officer, AgilentTechnologies
"Bernard brilliantly tackles the issues of speed and turnaroundthat everyone struggles with today. Using engaging stories, newthinking about creating a responsive organization, and case studiesthat drive the point home, Bernard lays out a game plan forsuccess. If you want to discover the keys to creating a responsiveorganization that provides customer solutions in 'real time,' youneed to read this book."
—Roger Connors and Tom Smith, authors of the New YorkTimes bestsellers The Oz Principle, Change theCulture, Change the Game, and How Did That Happen?
"Required reading for any business owner or manager who wants togrow and profit in the now!"
—Gene Marks, President, The Marks Group, and New YorkTimes columnist
Top customer reviews
There was a problem filtering reviews right now. Please try again later.
John Bernard is well equipped to answer this question. John, though his company Mass Ingenuity, has helped his clients -- which have included major companies and most of the state governments in the Pacific Northwest -- sort through this problem. Now, he has distilled his method with his book, Business at the Speed of Now.
The "big shift" is characterized as a transition from mass production to mass customization. This big shift is being powered by three strong trends: rise of social media, shift toward cloud computing, and coming of age of millennials. The result is a demand for significantly shorter sense-act cycles for business and the ability for companies to treat each customer with a customized solution and personal touch. Companies that can achieve this shift will thrive, those that don't will die.
John describes the end result as a "system of management" and in the book describes their approach from assessment, determination of fundamentals, and discovery of breakthroughs. The book illustrates these steps with stories from his consulting experiences.
One of the stories I liked in particular told how a company front line manager took a customer's complaint but couldn't act on it. The employee had to pass the complaint "up the chain" for approval of the company's response. Although this arrived several days later, the damage to the company's reputation for this customer was already done. In other words, don't push the information to a decision maker, push the decision authority to the employees on the front line that already have the information.
Many (most?) business leaders embrace what James O'Toole so aptly characterizes in one of his books, Leading Change, as "the ideology of comfort and the tyranny of custom." In a word, "then": whatever was done until now that has been successful. Marshall Goldsmith observes, "What got you here won't get you there" to which Bernard responds, "What got you here won't even keep you here." At best, "then" is a fond memory and for many (most) people, "now" is a continuation of it.
Bernard offers 12 admonitions. He assigns a separate chapter to each, explaining how to formulate and then implement a plan to achieve high-impact results with sharply-focused initiatives:
1. Prepare for Yes (e.g. empower front-line people with authority)
2. Put an End to Then (i.e. simplify the flow of work)
3. Drive Growth with Yes (i.e. create a culture of contagious affirmation)
4. Gain the Speed You Need (e.g. "travel light" in terms of "baggage")
5. Create the Context for Speed (e.g. base decisions on verifiable facts)
6. Achieve Critical Breakthroughs (with a seven phase process)
7. Close the Execution Gap (with seven-step transparency initiative)
8. Equip Everyone with the Core Skill (with seven-step problem-solving process)
9. Banish Fear, Build Trust (e.g. be sensitive to individual needs to earn trust)
10. Stop Bossing, Start Teaching (e.g. remove "no" and "yes" from your vocabulary)
11. Accelerate the Shift [from Then to Now] with five initiatives (Pages 195-196)
Bernard makes skillful use of several reader-friendly devices such as the "Speedometer" self-audit at the end of each chapter than enables the reader to identify areas in greatest need of immediate attention in her or his organization. That is, specific areas that are relevant to the subject of the given chapter. Then on Pages 215-216, the reader can calculate the NOW score based on net scores from Chapters 1-11. Bernard explains what each total score means. I also commend Bernard for including a framework for a "Then-to-Now Breakthrough Plan" that each reader completes. There are also dozens of Figures inserted throughout the narrative that either demonstrate transition processes (e.g. Figure 1.2, "Mass Production versus Mass Customization," Page 8) or summarize key points (e.g. Figure 8.2, "Rules for Total Transparency," Page 142).
I agree with John Bernard's concluding thoughts: "The journey from managing in the then to managing in the now does not differ from the hero's journey [portrayed by Joseph Campbell in his classic, The Hero with a Thousand Faces], and it always includes predictable experiences and struggles. It's no coincidence that the hero's seven steps on the path to success parallels the 11 chapters of this book when viewed as 11 steps." Most change initiatives either fail, or fall far short of original expectations. Business leaders who read and then (preferably) re-read John Bernard's book will be well-prepared to fire up their people, thrill their customers, and crush their competitors. If that is their vision, and it is certainly an admirable one, I presume to remind them of Thomas Edison's observation: "Vision without execution is hallucination."