After reading The Wisdom of Crowds, by James Surowiecki, it is easy to see how well the book correlates with our course material, and why it is included in our program of study. The focal point of the paper, coming from chapter ten, “The Company: Meet the New Boss, Same as the Old Boss?” It will be necessary to express what exactly chapter ten is about, and too communicate how chapter ten relates to the book as a whole. As well as, how The Wisdom of Crowds, is relevant to our subject matter. All areas being discussed share similar views aboducts quarterly or six to eight times a year in tremendous quantities, they have bi-weekly deliveries of smaller quantities and react to what consumers are purchasing. Each store has devices wired to the factories in Spain so they know exactly what is selling and what is not, and they are in the position to react. This means overstock is not a problem, so the company is not forced to discount prices, in the end losing money. Here is a quote that shows how advanced Zara is, “Zara isn’t there yet, since it carries about a month’s worth of inventory. But by fashion industry standards, that’s remarkable. The Gap, for instance, carries more than three months of inventory…” (Surowiecki 194) Due to Zara having smaller supplies in the store and ever changing products the customers respond and purchase quickly. All of these characteristics of Zara contribute to coordination. Zara owns and operates its own factories, has immediate feedback from customers that is transmitted directly to the factories, and puts new ideas into play instantly, “Most important, it takes the company just ten to fifteen days to go from designing a dress …to selling it.” (Surowiecki 193) This ability to coordinate leaves other fashion retailers in the dust and wondering what they are doing wrong. LVMH fashion director, Daniel Piette, makes this comment about Zara, “possibly the most innovative and devastating retailer in the world.”(Surowiecki 193) Zara’s...