— A personal journey through Total Action —

This book poses a simple question: How can so many organisations become so inwardly focused that they forget why they exist? It explores how digital technology liberates organisations from their inward-looking, almost autistic behaviour by empowering the frontline as the centre of decision-making. It examines how comprehensive communication eliminates unnecessary and redundant activities in “total action.”

If you work for a large organisation, it simply does not operate that way. Or does it? Should it? By engaging only in what is truly necessary and dismissing unnecessary fuss, one can free up a considerable amount of time and energy. However, how can one be certain about what constitutes fuss or hassle? True, digitisation has compelled us to change the way we work, transforming the very nature of work itself. The pace of technological advancement is astonishing; yet, it remains challenging for established organisations to adapt to this change and fully capitalise on the new ways of working. That is the essence of this book. Originally written in 1997, it serves as both a philosophy and a method that is relevant for all managers in today’s world.

The first part of this book articulates the Total Action philosophy within a contemporary context. It examines the evolution of industrial management practices, underscoring their limitations in a fast-paced, interconnected environment. I appreciate the review of how Total Action principles have been implemented in modern business over recent decades. However, I found it challenging to engage with the critical evaluation of their non-application or shortcomings in government organisations, healthcare, traditional banks, and even our schools and colleges. Nonetheless, it is crucial that this material is read and discussed. It stresses the necessity for all our organisations to confront the significant challenge presented by autonomous systems in a fully networked world.

The second part of this commemorative book is a literal version of the original 1997 work by Al Dunn and Peter Vervest, titled Total Action or Fatal Inaction – making every activity a customer activity through complete communication. Today, it remains a practical and thorough method. I had the privilege of contributing to its creation, as Peter was my PhD advisor, and Al regularly lectured at the university on the significant changes in the telecommunications world.

Our research group in the 1990s was renowned for its understanding of logistical supply chains, particularly as we recognised the importance of communication tools in facilitating and managing logistical processes. These were the early days of electronic data exchange, and through simulations such as the Port of Rotterdam game, we examined the information flows and business activities involved in loading and unloading containers from ships.

I applied these tools to KLM Cargo and developed a method to disassemble transport processes into modular blocks that connect like Lego, providing greater flexibility and control. The generic approach of modular business network design is now widely accepted in manufacturing and business. Total Action links the front end of the organisation to this modular network and the chain of activities necessary to fulfil a customer commitment.

After graduating, I worked as a consultant and project leader with Al and Peter before moving to a large international consulting firm. Fifteen years ago, I joined the leading Dutch insurance company NN (Nationale Nederlanden). I was assigned to positions abroad, gained senior management experience, and now serve as a general country director. The insurance industry is fascinating: it encompasses an individual’s risks by aggregating and spreading them while investing the premiums for a return should the risk (such as car damage or a life insurance policy maturing) materialise.

This is insurance defined in a nutshell. The practice is much more complicated. The Total Action challenge involves nurturing a close relationship with the customer throughout the coverage period while balancing the risks against the premiums received. This contrasts with buying a product. When you purchase car insurance, you generally do not hope for your vehicle to be damaged. Similarly, with life insurance or a pension, you may have to wait some time before it holds any value. Thus, insurance has a unique and distinct relationship with the customer.

Digital technology plays a crucial role here. We have used it for operational improvement, internal coordination, intelligent chatbots at the customer interface, and more effective risk management. True Total Action necessitates that every activity within the organisation is directly linked to delivering value to a specific customer. All our internal functions must be directly connected to customer value, and we must use digital tools to minimise unnecessary bureaucracy.

I love football. We should play as a united team in total football—a dynamic, fluid team where everyone is engaged, knowledgeable, competent, and eager to play for the benefit of our customers, reaching out both physically and digitally to every moment and place of value for them.

A grand concept. An idealistic future. Nearly 30 years ago, when Total Action was written, a small company emerged that calls itself “The Everything Store.” It offers everything from books to consumables, followed by financial services and insurance. Amazon also became the largest provider of cloud services, with Alibaba soon following suit. We should think boldly and reimagine our own future. Just as insurance was once conceived during industrial times, we ought to do so in our digital age.

This book concludes on a futuristic note. The digital world both enables and demands the Total Action organisation, centred around the free human, liberated from superfluous and redundant activities to focus on what truly matters. Join me on this captivating journey to unexplored horizons.

Martijn Hoogeweegen

Phd in management science

Senior director NN