The views expressed in this article are strictly those of Max Wideman.
The contents of the book under review are the copyright property of the author.
Published here January 2014

Introduction | Book Structure | What We Liked - Part I
What We Liked - Part II | Conclusion



A major focus of the book is the differentiation between "run-the-business" and "change-the-business". But from many remarks made in the book from time to time, it is apparent that the type of "business" that the author has in mind is one that is commercial and global in scope. Nevertheless, companies of lesser scope should not be deterred from the wisdom that the book offers.

However, bear in mind that these days about half the workforce work either directly or indirectly for some level of government, quasi-government, crown corporations or their equivalents. Therefore, it should be made clear that government and non-profits could also benefit their constituents mightily if they took a very similar set of actions, especially where offering services or creating regulations are concerned.


In our opinion, and based on our own experiences, Antonio's observations and recommendations really do ring true. Thus we believe that his advice is reliable, in-depth and easy to follow. The problem is that what we are talking about here is a major culture change in the way businesses, as well as administrations, are taught, promulgated and run. And that needs to be accomplished in the face of decades of ubiquitous fine-tuned run-the-business, silo-styled practices. Such dramatic culture change typically takes years, if not generations.

But we can always hope.

R. Max Wideman
Fellow, PMI

What We Liked - Part II  What We Liked - Part II

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