Shocking Velocity is an excellent aid for managers and consultants wanting to drive change through organizations. The book contains several examples that make it easy to determine how an organization needs to change in order to be more competitive. In addition, the analogies presented in the book help in building a business case and "selling" it through the organization.

For anyone looking for simple, implementable strategies that will provide great value this is the perfect book.

This book demonstrates the power of using information for competitive advantage. If your company can mature beyond the phase where it can gather the data you need, you need to understand what to do with all of it. When I started reading the book I thought of it as a book for product companies -- but after reading it I believe the lessons in here apply to almost any company.

Shocking Velocity was the simplest book I have ever read on this subject. It is filled with illustrations that distill the essence of complex ideas, and makes them actionable in a unique context. There are stories, quotes, case studies and examples that will keep your attention, drive home the point and inspire you to take actions. It is written for these tough economic times. It doesn't stop at explaining concepts. It brings them to life and helps you apply the ideas in your unique context; applying these ideas can make all the difference between struggling for survival and growing stronger through the tough times by creating superior value. Supply Chain and Change management is not an easy concept to master. The book explains supply chain and change management in a very simple and easily implementable manner. If you have limited time looking and are looking for a supply chain solution Shocking velocity is the right one. Srikanth Srinivas has managed to master these concepts and the book is a pure example of his Brilliance. Srikanth you are the master!!!

Excellent practical guide to supply chain management. Must read to create operational efficiency in your organization.

At the outset, I share an opinion that there is nothing new, much less "shocking" in any of Srinivas' material but he does support his assertion that "small, focused changes to critical variables [can] result in a big impact on bottom line results." As he promises, his approach guides his reader step-by-step through "everything you need to understand, change, and strike the right balance between critical variables; and how making focused changes to these variables will result in superior Value." Frankly, I could have done without so many capitalized words and exclamation points throughout the narrative. Also, I encountered no "breakthrough concepts." Moreover, I question Srinivas' claim that the changes he recommends will be "entirely self-funding." If these changes are achieved, they will be well worth whatever investment is required; indeed, their ROI could be substantial. Given the cost of this 109-page manual, its own ROI will depend almost entirely on how relevant the material is to each reader's specific cicumstances, and, how effectively Srinivas' recommendations are implemented.

Nonetheless, I still think the material is solid and well-organized. Here's the situation. Srinivas' tells a "story" which features two former schoolmates named Tony and Freddie. Cleverly, Srinivas uses his business narrative to illustrate applications of the aforementioned concepts. For example, how performance measurements can be used to monitor progress and how to create a culture of continuous improvement. The objective, obviously, is to "sustain operational excellence, and stay competitive and agile." It would be a disservice to both Srinivas and to those who read this brief commentary to reveal what happens after Tony and Freddie are by chance reunited.

For whom will this manual be most valuable? In my opinion, owners/CEOs of small-to-midsize organizations which have fewer resources and thus a much lower tolerance for the consequences of waste. I presume to suggest that they read and then re-read Srinivas' manual, carefully absorbing and digesting its material, provide copies to key people and ask that they do the same, then meet to identify and discuss what the given organization's "critical variables are," and, which "small, focused changes" will add substantial value to customers and thus to the organization. Do not expect immediate, "breakthrough" results. (Note Srinivas' use of the word "small.") Be both persistent and patient. Think in terms of a Bunsen burner rather than a sparkler. Forget about "shocking." Make haste slowly. Good luck!