How do leaders at all scales of organisation create the conditions for innovation, excellence, and performance? Initial clues are to be found in the Wholehearted organisation – one that recognises the leadership of those who find the right challenges to engage with, invite others into that process, and celebrate their successes.
Peter’s review : I’ve really struggled with this book, but some thoughts: It feels very academic, and that’s probably why I bounced off it a bit, and probably why I wouldn’t recommend it to clients
I feel like I’ve struggled to grasp a lot of what it’s trying to say, although it feels like there’s some really valuable stuff in there.
The system model I think makes sense and aligns to a lot of what we believe in is as follows: the top level purpose at the top, clear strategic (LPM) layer, doing of work, self-organised, but with co-ordination required between teams, leadership not management, and organising around products/services. It feels like there’s really valuable stuff in there on how to scale, how to organise, how to dynamically re-team.