I presume to suggest that you first read the authors' more recently published book, The Irresistible Growth Enterprise in which they explain how to achieve "breakthrough gains from unstoppable change." One of the key points in that book it is imperative to understand the nature and extent of such forces as they affect a given organization...then respond accordingly. Another key point stresses the importance of anticipating future changes which inevitably create problems. Each of these problems requires an effective solution. That is, a "2,000 Percent Solution" which enables an organization to get "20 times better and faster results from the same or fewer resources."
The subtitle of this book correctly suggests why the authors wrote it: To "free" organizations from "stalled" thinking so that they can achieve "exponential success." Note the words embraced by quotation marks. Most organizations (especially the larger ones) can easily become captive to basic assumptions and presumptions which are no longer valid...or at least appropriate. As a result, those involved feel obligated to defend the status quo. Their thinking is stalled. Managers become bureaucrats. Because they are defending the status quo, they resist and resent any suggested changes of it. Of course, change does occur: The organization deteriorates. The "best and the brightest" employees leave as do under-served customers.
The reference to "exponential success" is also very significant. The authors correctly believe that, in the absence of Divine Intervention, sustainable success can only be achieved exponentially: building a skyscraper one floor at a time, paving a road to Oz one yellow brick at a time, eating a whale one bite at a time.
Part One explains how you can free your organization from "mind-forged manacles." To do so, you must overcome:
The Stall Mind-Set ["If I ignore it, it will eventually go away."]
The Tradition Stall ["But we've never done it that way before."]
The Disbelief Stall ["I can't believe you suggested that."]
The Misconception Stall ["Wet highways cause rain."]
The Unattractiveness Stall ["It may work but it just doesn't look right."]
The Communications Stall ["I'll get back to you with some feedback when I can."]
The Bureaucratic Stall ["This is highly irregular."]
The Procrastination Stall ["Interesting. I'm going to give it the careful thought it deserves."]
The authors analyze each of these familiar stalls and evasions. Then in Part Two, they suggest (and explain in detail) "Eight Steps" by which to overcome them. This book is "primarily about what to do differently rather than how to do something better than you do it today." Pogo once observed, "We have met the enemy and he is us." Stalling and evading strategies are basic to human nature. We tend to employ one or more of them whenever we feel threatened or confused or inadequate...or because, like Melville's Bartleby the Scrivener, we simply don't want to do what we are asked to do.
I highly recommend this book. The wealth of information and material is carefully organized and lucidly presented. The authors seem to have no illusions whatsoever as to the difficulty of implementing the "Eight Steps." The success of those initiatives will indeed be exponential. My guess is that organizations which have the greatest need for this book will be most resistant to its recommendations. Those involved in such organizations would be well-advised to "think small." That is, select a specific situation in which "unstalled thinking" can have an immediate, obvious, and quantifiable impact. Complete the "Eight Step Process." And then leverage that success to achieve other successes...one "2,000 Percent Solution" at a time.
Obviously, both this book and The Irresistible Growth Enterprise can be read separately and still have great value. As noted previously, I suggest that the latter be read first. I also presume to suggest that both books will have even greater value if read in combination with Peter Schwartz's The Art of the Long View.
