The POWER OF CORPORATE KINETICS: CREATE THE SELF-ADJUSTING, SELF-RENEWING, INSTANT-ACTION ENTERPRISE - Softcover

Fradette, Michael; Michaud, Steve

Softcover

ISBN 10: 0684855909 ISBN 13: 9780684855905

Publisher: Touchstone, 2001

Synopsis

Argues that the key to sustaining corporate success lies in a reorganization of the basic structure, operation, and resources so as to cultivate appropriate responses to opportunity and change. Reprint. 17,500 first printing.

About this title

About the Author

Michael Fradette, a partner with Deloitte Consulting, is the firm's global director of manufacturing management consulting. An expert on enterprise transformation, supply chain, strategic cost management, manufacturing systems, and factory modernization, he has more than twenty-five years of consulting and industry operating experience. He lives in Boston.

Excerpt. © Reprinted by permission. All rights reserved.

Chapter 1

THE DEATH OF PREDICTABILITY

YOU CAN'T PREDICT THE FUTURE, BUT YOU CAN BE READY FOR WHATEVER IT BRINGS

Kinetics comes from the Greek word kinesis, for movement. The dictionary defines kinetic as an adjective "relating to the motion of material bodies and the forces and energy associated therewith." We apply it to a dynamic business that instantly responds to new demands and seizes new opportunities.

Sometimes you have to step back from the pressures and challenges of your daily routine and try to make sense of it all. Where is your industry going? What are your company's prospects? Where is your career headed? We believe that you ignore these questions at your peril. All those trees that keep you from seeing the forest have contrived to create a whole new business environment. Something profound has changed: Predictability is dead.

This book is about the death of predictability and how you can turn it to your advantage.

Until now, virtually every work of management theory, as well as every business, has been based on a single premise: The future is predictable. Until now, we have forecast market trends, scheduled production, designed services, and trained employees on the assumption that we could count on a stable future except for the occasional unexpected earthquake.

In one sense, of course, the unexpected is a business staple. In fact, business would be pretty boring without the unexpected and the unpredictable -- the off-the-wall customer or vendor, the production deadline almost missed, the power outage that crashes the computers just before the print run. Something to groan or laugh about later and Share with friends and family on the weekend. But if you step back, you will see that what is happening now is of an entirely new dimension.

It's not just the increase in the rate of business change -- we all know markets are moving faster. It's that the magnitude of the increase is making the future completely unpredictable. It's not just that customers know more and want more; we all know that the nature of our relationship with them is changing. It's that their needs and demands are no longer predictable. It's not just that competition has heated up -- we all know the basic rules of competition have been rewritten by deregulation, the breakdown of industry boundaries, globalization, and nonstop technological shifts. It's that we can no longer predict which rules will change next. We are experiencing what scholars call discontinuities, drastic changes that destroy companies, reinvent industries, and make skills obsolete. Discontinuities, coupled with an accelerating pace of change, make a mockery of the very notion of long-range planning.

Sooner or later, something fundamental in your business world will change.

Andrew S. Grove, Chairman and CEO, Intel
Corporation, and author, Only the Paranoid Survive

At the beginning of this decade, senior managers at Mazda Motor Corporation looked around their world and planned for their company's future. The Japanese economy was thriving, and the public was clamoring for luxury cars. Everyone was sure the good times were going to keep rolling, so Hiroshima-based Mazda, the smallest of Japan's large car makers with sales of more than $2.5 billion in the first half of 1997, spent $550 million erecting its Hofu assembly plant to manufacture upscale cars. The plant, which was a marvel of automated manufacturing and worker-friendly industrial design, opened in 1992. In 1996 it was running at only 35 percent of capacity. What happened? Japan had entered an economic slump. Public fancy had abruptly turned from sedans and toward trucks and vans.

In another time, Mazda's predictions and plans might have worked out just fine. In another time, we might have considered the sudden changes that led to the company's mishap as nothing more than anomalies on the business radar screen, rare exceptions to the common experience. Not now. Not in the climate of uncertainty and unpredictability that is rapidly overtaking us all. When the future can no longer be counted on, the best-laid plans, based on the most elaborate and ingenious research, are doomed to fail.

When faced with a new competitive threat -- a discontinuous innovation, something that breaks with the status quo -- the tendency in most organizations is to get really good at doing what they've always done. Unfortunately, while that may provide some temporary salvation, in the long run it is a dead end.

James M. Utterback, Mastering the Dynamics of Innovation

In recent years we have witnessed an accumulation of discontinuities, like meteor showers across the business firmament, and every sign indicates they are going to continue and multiply. We are confronting an entirely new business landscape where our traditional assumptions and practices are no longer valid. Our very existence as businesses, even industries, is threatened. If we are to survive and thrive, we must find new ways to think about these discontinuities, new ways to organize our enterprises to exploit them, and new ways to turn them to extraordinary advantage.

Corporate Kinetics is our answer. We believe that the insights contained in this book will allow businesses to weather the storm of unpredictability. More than that, we believe this book will help businesses seize the opportunities inherent in an unpredictable future as they constantly create new sources of competitive advantage.

Our proposals aren't simply theory. They have emerged in part from our study of dozens of leading companies that have recognized the sea change in the business environment and have developed new ways to cope with it. We have also explored successful small and midsize companies that have demonstrated the flexibility and adaptive skills the death of predictability demands. In the pages that follow, we show how organizations such as Microsoft Corporation, Kinko's, Inc., and even the United States Army are following some of the paths we espouse.

Most of all, though, we offer a model of what we call the kinetic enterprise, a guide to the design of a business that can cope with the new reality. It is based on a simple yet profound insight: 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.

The word kinetic derives from the Greek kinesis, which means movement. In physics, any body in motion -- a molecule of water heated to boiling, a hammer striking an anvil, a rocket blasting off -- possesses kinetic energy. In the same way, a kinetic enterprise moves, instantly responding to new demands and seizing new opportunities, adapting and evolving with every tick of the clock.

It is very different, in structure and behavior, from the traditional corporation as we know it. The kinetic enterprise isn't constrained by existing work processes. It is an instant-action machine, constantly changing its work and evolving its operations to address the unpredictable. What is more, it ignores traditional hierarchies and boundaries. Workers initiate and manage its activities, collaborating with one another at every level and within every area. The old command-and-control management model is defunct. Instead, a new culture motivates workers to collaborate spontaneously, make decisions, take risks, innovate, and learn.

The organization that is successful is the one that can best deal with surprise.

General Gordon R.
Sullivan and Michael V.
Harper, Hope Is Not a Method

The kinetic enterprise is organized around workers who initiate and execute individual, discrete, and unpredictable projects that we call events. Events come in two basic varieties: market events, which seize unpredictable market opportunities, and customer events, which satisfy unpredictable customer demands.

Both customer and market events require workers who are committed to the success of the overall enterprise, rather than just their own position, department, or team. Workers are expected to play a new role, initiating events and piloting them through to their conclusion. To execute events, each worker must tap the full range of human and other resources within the enterprise. They must develop the broader skills of organization, communication, and innovation in addition to their particular expertise, be it as a customer service representative, a purchasing agent, or even a lathe operator.

An event unfolds altogether; its various facets develop simultaneously. For workers to preside over these events, to work together as a team, to spur the enterprise into instant action, they require communications and information technology that lets each worker know what the organization knows, monitor operations in real time, and communicate with anyone, anytime, anywhere.

Let's take a look at some real-life examples of market and customer events.

MARKET EVENTS

A market event begins when a market opportunity is identified by a worker or team of workers and ends with the introduction of a totally new kind of product or service.

At Kinko's, for example, a copy-machine operator had a brainstorm. Kinko's is based in Ventura, California, and has some 800 locations in seven countries. During the month of December, however, customers spent more time shopping for gifts than they spent making copies or preparing presentations. The operator's idea was to use the store's new color copy technology and its laminating and binding equipment to produce gift calendars using the customer's own photographs. This worker perfected and promoted the idea within his store and then tried it out. It became an instant hit. Customers walked in with twelve of their own favorite photographs and walked out with a unique personalized holiday gift. The operator explained his idea in a phone message to Kinko's founder and chairperson, Paul Orfalea, who rushed it to the company's management and store managers via the voice mail network. Today, custom calendars are moneymakers worldwide.

At MTV Networks, a New York-based subsidiary of Viacom Inc., a market event started with a memo dubbed the Melissa Manifesto. "Screw the maudlin death images....We want a cleaner, brighter, more fun MTV," proclaimed the critique written by two twenty-five-year-old production assistants, both named Melissa. The memo eventually landed on the desks of Tom Freston, CEO of MTV Networks, and Judy McGrath, president of MTV. They loved it. McGrath even jokingly told a colleague, "I feel like blowing everybody out and putting these people in charge." The Melissa Manifesto sparked a network-wide overhaul that included fresh programming, remodeled studios that overlooked Times Square, and new on-air personalities.

At Minnesota Mining and Manufacturing (3M) in St. Paul, Minnesota, a market event began when William McKnight, then CEO, broke his leg and had to wear a heavy, cumbersome plaster cast. He challenged his scientists to come up with something more comfortable, and they obliged. They took a synthetic material that was stronger and lighter than plaster and designed a process to manufacture the first fiberglass-reinforced synthetic casting tape. It takes plaster-soaked cloth casts up to a day to harden, but the new material took just minutes. The market event ended with the introduction of Scotchcast Casting Tape in the marketplace, where it became the standard material for orthopedic casts.

Market events let workers see and seize embryonic opportunities the instant they appear. The kinetic enterprise is designed to allow and encourage the entire organization to ignite market events. All the resources of the enterprise are poised to be mobilized instantly by workers.

CUSTOMER EVENTS

With sales topping $11 billion annually, Deere & Co., based in Moline, Illinois, is the world's largest manufacturer of farm equipment. It is also a leading producer of industrial and lawn equipment. At Deere, customer events are a fixture. A recent one began when a farmer decided to grow a new hybrid corn that had to be planted in tight rows. The farmer went to his local Deere dealership and explained his problem to a salesman, who rattled off a series of questions: How far apart should the seeds be dropped? How many rows must be planted? How much and what type of fertilizer must be added at the time of planting? How will the furrow be opened and closed, and to what kind of tractor will the planter be attached? An order was generated and electronically transmitted to a Deere factory. In less than sixteen hours a factory team created a one-of-a-kind planter, which was then shipped to the farmer. The event ended when the farmer received his customized planter.

At Sumitomo Forestry Co., Ltd., a subsidiary of the Tokyo-based Sumitomo Group, a customer event starts in cyberspace. There, salespeople assist customers in designing their dream house on the screen -- basement to rooftop -- drawing on the nearly limitless options in the system's database. Once decisions have been made, a complete list of the necessary materials is instantly delivered along with the total bill. Simultaneously, the computer generates an order form and assigns the project to a construction team that will quickly build the house. The event ends when the construction is completed.

A customer event at New York-based Merrill Lynch & Co., Inc., began when managers at a large chemicals company asked to alter the company's relationship. Would Merrill Lynch, with sales of more than $22 billion a year, take on administration of the company's employee benefits program? It represented an emerging field for Merrill, but the opportunity was too big to ignore. Merrill created an employee benefits administration function. In the course of the customer event, Merrill added a new technology infrastructure, including automated voice response, document imaging systems, and sophisticated workstation technology with graphical user interface and connectivity to underlying systems. The customer event ended when Merrill Lynch introduced the new service to a single customer.

Customer events unleash workers to satisfy unique customer requirements. All the resources of the kinetic enterprise are poised for mobilization the moment they're needed.

THE CASE FOR KINETICS

In today's world, companies are pursuing a predictable future, a future that no longer exists. Companies rise and fall on their ability to predict. Their actions typically take the form of periodic death-defying leaps from one market to the next, one product to the next, one organizational model to the next. 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 pronto. When the unexpected occurs, the enterprise handles it on the fly, instantly innovating. As a result, it is constantly creating discontinuities for its competitors.

In the world of unpredictability, you're either kinetic or you're dead. Christine Albertini, a vice president and general manager for Steelcase Inc., the world's largest office furniture manufacturer based in Grand Rapids, Michigan, put it in these terms: "You need to be out of control. You have to come to peace with this. Predictability, order, control -- they are not the end-all, be-all." In fact, simply recognizing the arrival of the new order, the steady diet of unpredictability, is a tough assignment.

Back in 1996 the leaders of the world's auto manufacturers could congratulate themselves on at least one area of their industry that was free of turmoil: their relationships with dealers, which had been stable for decades. But that year a shadow named H. Wayne Huizenga crossed their path. Their lives have not been the same since.

The three companies have traditionally kept dealers on a tight rein in terms of the prices they charge and the numbers and varieties of models they are allotted. Then on the horizon appeared Huizenga, sports mogul (he owns football's Miami Dolphins, baseball's Florida Marlins, and hockey's Florida Panthers) and now chairman and co-chief executive of Republic Industries, a conglomerate in Fort Lauderdale, Florida, with sales of some $3 billion in 1997. Huizenga, who at one time drove a garbage truck for a living, had built two Fortune 500 companies, Waste Management (now WMX Technologies, Inc.) and Blockbuster Entertainment (purchased by Viacom in 1994). True to his record with Waste Management (where he consolidated hundreds of mom-and-pop outfits into a disposal industry powerhouse) and Blockbuster (where he showed the video industry how to break through old decentralized retail patterns), he tore up the automotive pea patch. Through his fledgling automobile venture, AutoNation USA, he purchased more than one hundred car outlets selling more than thirty brands. He has also set up eleven automobile superstores and taken over three major car rental companies (Alamo Rent-a-Car, National Car Rental Systems, and Value Rent-a-Car). And then he proceeded to sell most or all of these brands from each dealership -- a total departure from the past. By the year 2000, Republic could have eighty to ninety AutoNation superstores, 200 to 250 new-car dealerships in the fifty top U.S. markets, and sales of up to $20 billion annually. That's more than The Coca-Cola Company, Intel Corporation, and Xerox Corporation generate today.

Clearly, no automaker can ignore a man who can move such quantities of cars -- whether he's demanding more than his share of the most popular models or a better price. The auto manufacturers are dismayed. They never imagined, and their experts never predicted, that someone like Huizenga the Wastebuster, Huizenga the Blockbuster, Huizenga the Marketbuster would invade the stodgy old world of car dealerships and redefine the marketplace.

Companies must abandon their old ways and prepare to operate in the unpredictable world. They must design organizations that are ready for anything. For example:

* In the predictable world, an intelligent, seasoned supermarket buyer would study population trends, which show an impending change in the ethnic makeup of his company's customer base. He would develop plans to prepare for this demographic shift, such as locking in long-term contracts for delivery of the fruits and vegetables that the new majority fancies. He would move quickly, of course, because his competitors are also intelligent and seasoned, and they, too, can forecast population trends.

In the unpredictable world, a company must be ready for anything. If a new kind of food store, a sort of roving grocery-on-wheels, captures a major share of the market or a competitor latches onto a new hydroponics technology and starts to grow exotic fruits and vegetables in a warehouse next door, the buyer and his supermarket are in trouble.

* In the predictable world, an account executive at an advertising agency might see the Internet's potential as a dynamic new channel for distributing her clients' messages. She would put together a team of cyberliterate designers, writers, and artists. She would then assign her promotion group to develop an in-person and online presentation to demonstrate the agency's growing online capabilities.

In the unpredictable world, Microsoft creates its own advertising agency, which it staffs with the absolute best talent and supports with endless online promotion. The Federal Communications Commission (FCC) clamps down on the profusion of ads cluttering the World Wide Web. Surveys show that the public is more resistant to online advertising than any other form. The account executive and her ad agency are in trouble.

In the unpredictable world, these kinds of discontinuities are redefining whole industries and rendering companies obsolete. They are denying managers the sense of security that they once took as their birthright. It used to be easy to predict the future: Map industry trends, plot customer needs, scout new technologies, and plumb spreadsheets. Now all bets are off. Managers are forever off balance, vainly striving to make outmoded strategies, systems, and hierarchies match new realities.

Lawrence A. Bossidy, the respected chairman and CEO of AlliedSignal Inc., the $13-billion-a-year defense and auto parts giant based in Morristown, New Jersey, and formerly the number two man at General Electric Company in Fairfield, Connecticut, offered his view of the problem in a Fortune magazine interview:

I don't think the strategic plan of yesterday has anything to do with the strategic plan of tomorrow. I can remember, in times past, working on books that were at least six inches thick. We would have a long session and take those books, put them back on the shelf, and say, "Well, that's it for another year." I want our people to understand that what you did in a strategic plan yesterday can be appropriately discarded tomorrow and with no shame and no blame, but rather a recognition that the marketplace has changed and therefore we have to change.

Similarly, Robert B. Shapiro, chairman, president, and chief executive officer of Monsanto Company, the St. Louis, Missouri, pharmaceutical and chemicals giant, says, "According to a Harvard Business Review article, forecasting usually meant extrapolating recent trends. So we almost never predicted the critical discontinuities in which the real money was made and lost -- the changes that really determined the future of the business."

It's irreversible, and it is going to get worse, for reasons that become more and more evident: Old strategies are beat. Old boundaries are gone. Old customer loyalties are dead. Old pace is outpaced. The world has shrunk.

Old Strategies Are Beat

Companies no longer survive and grow by winning a share of today's markets. Sellers win by rewriting the rules of their business, making competitors' strategies a moot point. Star-bucks Corporation, based in Seattle, Washington, rewrote the rules for coffeehouses; Barnes & Noble, Inc., based in New York, turned bookstores into cafes and social centers; and Amazon.com, also in Seattle, Washington, went beyond physical bookstores to provide instant book sales and delivery via the Internet. San Francisco, California's Wells Fargo & Company, came up with grocery stores that substitute for bank branches, and HomeRuns (Boston, Massachusetts), Peapod Inc. (Skokie, Illinois), and Pink Dot Inc. (Malibu, California) provided a substitute for the grocery store with online shopping and home delivery. Hospitals offer treatments that replace six-week hospital stays with four one-hour outpatient visits. The Walt Disney Company, the Burbank, California-based entertainment giant with sales of more than $11 billion a year, is creating new standards for health care communities.

Old Boundaries Are Gone

On the Internet every day more books are sold than at Barnes & Noble's three largest stores, more music CDs than at New York's Tower Records, more cars than at Los Angeles's largest car dealership. And it's not just in cyberspace that newcomers are invading a variety of once-sacrosanct markets.

Bankers sell insurance, and insurers operate managed care networks of hospitals, physicians, and other specialists. General Motors is in the credit card business. H. J. Heinz Company runs weight loss clinics. Circuit City Stores, Inc., sells used cars; Sara Lee Corporation, bras (in fact, one every fifteen seconds); and The Limited, Inc., CDs. Hewlett-Packard Company is even challenging giants Eastman Kodak Company and Polaroid Corporation in the camera business.

Governments are drastically loosening regulatory reins on finance, electric power, telephones, and more. As a consequence, entire companies, even entire industries, are remaking themselves. In the United States, two electric utilities, UtiliCorp United Inc. (Kansas City, Missouri) and PECO Energy Company (Philadelphia, Pennsylvania), are joining forces with a phone company (AT&T Corporation) and a provider of security-alarm services (ADT, Ltd.) to do what has never been done before: allow consumers to purchase their natural gas, electric, phone, Internet, and home security service from a single service organization.

Old Customer Loyalties Are Dead

Television, telephones, computers, the lnternet, and mail order (in short, the communications revolution) have given consumers access to the full range of the world's products and services on their own terms. Gradually, overwhelmingly, consumers are deserting their old standby companies and are turning comparison shopping into a permanent art form. Their unpredictable demands for products and services tailored to their individual needs are forcing a retail transformation.

In 1997, audience share for the three major U.S. television networks dropped below 50 percent for the first time. And similar statistics hold true for businesses of all types. It used to be that only Kellogg's Corn Flakes would do; now a cheaper flake is a better flake. It used to be that only FedEx would do; now overnight is overnight.

In retailing, category-killers like Union, New Jersey-based Bed Bath & Beyond, Inc., Richmond, Virginia-based Circuit City Stores, Inc., Dallas-based CompUSA, Inc., and Atlanta-based The Home Depot, Inc., sent customer expectations soaring. We bought our cars at the nearby used-car dealer that carried about 75 autos until we went to Circuit City's CarMax, which carries 500 cars. We bought our books at the local bookstore with 20,000 titles until we shopped at a Barnes & Noble superstore with more than 150,000 titles. We bought our pet supplies at the little neighborhood pet store that carried 3,000 items until Phoenix, Arizona-based PETsMART, Inc., moved in with 12,000 items in stock.

What's the problem?

Whatever a customer wants today may not be what he or she wants tomorrow. Or he or she may want more of it. If you're offering low prices, customers want those prices slashed further. If you're offering speed or service, they want it faster or better. If you're offering state-of-the-art products, they want them newer still. In meeting ever-increasing customer demands for lower, faster, better, and newer, companies are driving themselves and their competitors to the brink.

Old Pace Is Outpaced

We all know that the pace of life has quickened over the last decade or two. A simple statistic: The average U.S. employee now works the equivalent of an extra month per year compared to his or her counterpart in 1970. The pace of business has gone into overdrive.

Take product development as an example. In 1981, 2,700 new products hit grocery shelves. By 1996 that number had swelled to nearly 20,000 -- a new product every half hour. New Brunswick, New Jersey-based Johnson & Johnson alone introduced nearly 300 new products worldwide in 1996; Wooster, Ohio-headquartered Rubbermaid Inc., almost one a day; Tokyo, Japan-based Sony Corporation, four a week. An automaker used to take six years to develop a new car and present it with great bravado; today the bravado is still there, but it celebrates a new car every two years.

Not only new products but endless variations on old ones are crowding the shelves and showrooms. 3M's famous little yellow Post-it Notes now come in eighteen colors, twenty-seven sizes, fifty-six standard shapes, and twenty fragrances. San Francisco-based Levi Strauss & Co. makes an incredible sixty-five thousand distinct combinations of brand, color, design, fabric, and size.

New manufacturing technologies allow companies to turn out products faster, cheaper, and in greater variety than ever before. For example, Lucent Technologies, Inc., formerly Bell Laboratories, has opened a factory in New Jersey that assembles wireless handsets in just four minutes. In Greensboro, North Carolina, AMP Inc., a leading manufacturer of electronic connectors, among other products, produces parts for automotive antilock breaking systems in twelve to sixteen seconds.

Because business life cycles are now measured in months rather than years, executives must plan for their new products' replacement at almost the same time that they launch them.

Michael I. Tushman,
Columbia University
management professor,
Journal of Business Strategy

The World Has Shrunk

In 1990, Dean LeBaron, founder of Batterymarch Financial Management, based in Boston, and a pioneer in emerging market investing, flew from the United States to the then Soviet Union, an enigmatic country whose rivalry with his own had shaped the course of so much history in the past half-century. The Soviet Union had been for him an inexplicably malevolent place, as it had been for most Americans of his generation (he was fifty-seven at the time). Yet there he was, the consummate capitalist, on his way to pursue business in the Soviet Union. And, he told himself, if reforms work, Western businessmen and -women would follow in droves.

He was right -- and not only about Russia.

"Business isn't going global," LeBaron observed during a 1997 fact-finding trip to China. "It's gone global." These days, Silicon Valley competes with Silicon Bog (in Ireland), Silicon Jungles (in India and Singapore), Silicon Glen (in Scotland), and Silicon Forest (in Germany and Switzerland). Half of the globe's software code is written in third world nations, the lion's share in India. Redwood City, California -- based VeriFone, Inc. publishes its "Letter from the Chairman" in seven languages; Ford's 371,702 employees speak more than fifty different languages and dialects and work in manufacturing facilities in thirty countries on six continents.

The world's fastest growing markets lie outside the United States. More than half of the revenues reported by U.S. giants Coca-Cola, Intel, McDonald's Corporation, and The Procter & Gamble Company now come from foreign countries.

These signs of seismic change in the United States and around the world are more than straws in the wind. They show that the current era of unpredictability has its roots deep within our organizations and our culture, and that it is here to stay. It will get worse before -- and if -- it gets better.

Many managers, recognizing the need to do something, are revamping their companies. Unfortunately, they often base their change on yet another market prediction or yet another apparent trend-in-the-making. They seek to ratchet up their product development speed or drastically trim their staff to cut costs and push decision-making closer to the front line. From time to time these companies actually realize some short-term gains, although when the Society of Human Resource Management surveyed 1,468 downsized companies, it found that productivity had stayed the same or declined in more than half of them. The problem: They failed to alter their basic business philosophy and practice. You can't expect to cope with revolutionary change by making minor adjustments in a current, static, business design.

When an organization is experiencing disruption by internal or external forces, it can either try to hold on to stability, and lose its ability to adapt and survive, or it can respond in a dynamic manner.

Carol Kinsey Goman,
Communication World

THE KINETIC WAY

We believe that kinetics meet

Edition details

• Publisher: Touchstone
• Publication date: 2001
• Language: English
• ISBN 10: 0684855909
• ISBN 13: 9780684855905
• Binding: Paperback
• Number of pages: 256