Consider IKEA. When the company’s visionary founder, Ingvar Kamprad, started out, he had only a general sense of what would become IKEA’s revolutionary approach to the furniture business. Nearly every element of IKEA’s now legendary business model – showrooms and catalogs in tandem, knockdown furniture in flat parcels, and customer pick-up and assembly – emerged over time from experimental responses to urgent problems. Customer pick-up, for instance, became a central element of IKEA’s strategy almost by chance, when frustrated customers rushed into the warehouse because there weren’t enough employees to help them. The store manager realized the advantages of the customers’ initiative and suggested that the idea become permanent. “Regard every problem as a possibility,” was Kamprad’s mantra – and so in designing he focused less on control and “getting it right” the first time and more on learning and on seeing and responding to opportunities as they emerged.
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