Introduction
Summary of the Book The Leader’s Guide to Radical Management by Stephen Denning. Before moving forward, let’s take a quick look at the book. Think of stepping into a future where old rules no longer hold you back, where leaders guide by inspiring and not just commanding, and where each employee’s voice can spark positive change. Welcome to radical management—a daring and refreshing way of running a business that’s rooted in delighting customers, tapping into the brilliance of self-organizing teams, and steadily improving at every turn. It’s a mindset that encourages honest conversations, pays attention to real human needs, and keeps refining its methods for a world that never stops moving forward. Instead of clinging to outdated traditions, radical management helps companies adapt to any challenge. It’s about doing more than earning profits; it’s about creating lasting value for customers, meaningful work for employees, and a legacy of success powered by trust, transparency, and genuine care.
Chapter 1: Discovering Why Traditional Management Struggles To Keep Pace With Today’s Changing World.
Imagine walking into a company where everyone’s job is to follow orders handed down by a strict boss, where the main goal is simply to increase profits, and where customers rarely get the innovative, exciting products they truly desire. This old-fashioned way of managing, often called traditional management, once worked well in slower, more predictable times. But in today’s world, where technology evolves at lightning speed and customers constantly crave new, delightful experiences, this rigid method is no longer enough. Traditional approaches focus on top-down chains of command, fixed rules, and profit-driven decisions. Managers struggle to respond quickly to changing trends or meet client expectations that shift from one month to the next. Without a system designed to adapt fast and value the people who buy their products, organizations find themselves moving too slowly and falling behind.
The workplace, once stable and predictable, now feels like a speeding rollercoaster ride. Customers demand better service, fresh ideas, and more personalized solutions, while competition comes from every corner of the globe. The old-fashioned setup, where leaders talk and everyone else listens, fails to capture the creativity, speed, and adaptability needed today. Factories, offices, and even small start-ups are facing increasingly complex problems that traditional management structures just can’t handle easily. This mismatch leads to missed opportunities, frustrated clients, and uninspired employees who feel locked into routines that never change. Businesses operating with outdated methods struggle to keep their heads above water, feeling like they’re constantly chasing, never leading. They fail to harness the full energy of their workforce or meet the pressing needs of modern, discerning customers.
In contrast, modern challenges require businesses to think differently. They must welcome bold new ideas, flexible team structures, and a deeper connection to customers’ real desires. The old approach cannot swiftly respond to a world where products become obsolete overnight, consumer tastes shift unpredictably, and even small market changes can greatly impact profits. Old hierarchies prevent the kind of rapid, two-way communication that today’s workplace thrives on. Traditional management doesn’t just slow innovation; it can also create unhappy employees. Without a sense of purpose or opportunities to learn and contribute meaningfully, workers become unmotivated. This negativity can spill over to customers who sense that the organization doesn’t genuinely care about them or their experiences. In this environment, staying stuck in old ways is like trying to travel by horse carriage on a modern highway.
The struggle is clear: either adapt or risk becoming irrelevant. Companies that cling to old management models face not just smaller profit margins, but also loss of brand loyalty, talented employees quitting, and customers turning to competitors. The good news is that there is a solution waiting to be explored—an approach that embraces change, encourages creativity, and focuses deeply on delighting the very people who keep any business alive: its customers. By shaking loose from century-old thinking and stepping onto a path called radical management, organizations can begin a transformation. This path invites them to become more flexible, transparent, and collaborative, ensuring that they do more than just survive. They can actually thrive in a world that rewards innovation, honesty, and continuous learning.
Chapter 2: Understanding The Radical Management Approach That Puts Customers At The Core Of Success.
The radical management approach is like trading in a dusty old map for a live, interactive GPS that helps businesses navigate a constantly shifting landscape. Instead of asking, How do we make the most money? radical management begins by asking, How do we truly delight our customers? This is a powerful change, flipping the focus from just chasing profits to understanding what people want and need. In this model, every project, product launch, or service update starts by considering how it will bring a smile to clients’ faces. By doing so, businesses not only achieve financial stability but also forge meaningful connections with their audience. Customer delight becomes a steady guiding light, inspiring fresh ideas and energizing the entire workforce to deliver unforgettable value each time.
Radical management rises from seven interlinked principles that work together like gears in a finely tuned machine. These principles push leaders to rethink everything—from how they form teams to how they welcome feedback, solve problems, and improve continuously. The ultimate result is a workplace where everyone’s aim is to create products and services so pleasing and beneficial that customers eagerly recommend them to friends and family. Instead of building tall walls between departments or making employees follow rigid instructions, radical management encourages open discussions, shared responsibility, and continuous adaptation. By acting this way, businesses transform from slow, factory-like operations into dynamic, agile organisms that learn and grow with every new challenge. It’s no longer just a job; it’s a shared mission that connects the whole team.
At the heart of radical management lies a very personal question: What am I trying to accomplish? The best answer isn’t simply to earn money. While profits do matter, they become a byproduct of making customers genuinely happy. When everyone on the team understands that their true purpose is to improve clients’ lives, energy and motivation flow naturally. Employees feel proud, knowing their daily tasks make a difference in someone’s world. Managers can relax into a role that’s about fostering talent and curiosity rather than barking orders. Customers sense this difference too; they notice that the company cares, listens, and tries new things to stay fresh and relevant. This approach allows organizations not just to react to change but to welcome it, turning challenges into opportunities.
By understanding the radical management framework, leaders step away from rigid hierarchies and static goals. Instead, they craft a landscape where ideas can breathe freely, and teams feel empowered. Traditional methods often lock everyone into a narrow mission: produce more, sell more, cut costs. Radical management adds heart and soul to that equation, emphasizing that true value emerges when businesses pay close attention to people’s needs and dreams. This doesn’t mean ignoring profits; it means achieving them by delivering lasting benefits. As the upcoming chapters will reveal, delighting customers, relying on self-organizing teams, iterating based on direct feedback, ensuring transparency, continuously improving, and mastering interactive communication all work together. They form a roadmap to a brighter future where everyone wins—the customers, the employees, and the company itself.
Chapter 3: Learning To Delight Customers By Turning Them Into Passionate Promoters And Advocates.
What if your customers were so happy with your products and services that they felt excited to tell their friends and family about them? This is the ultimate goal when delighting clients: turning ordinary buyers into enthusiastic promoters who love sharing their positive experiences. When customers are thrilled, your business gains something priceless—free and genuine word-of-mouth marketing. A customer who ranks you highly and encourages others to try your product brings steady growth and profits that you can invest back into improving even more. Delight isn’t just a warm feeling; it’s a strategic way to ensure your brand stands out in a crowded market. A delighted client is less likely to abandon you for a competitor and more likely to trust you with future purchases and recommendations.
To find out if you’re hitting the mark, you must learn how to measure delight. One tool is the Net Promoter Score (NPS), which asks customers a simple question: How likely are you to recommend our company to someone else? This scale, from 0 to 10, helps you see if you’re creating promoters who give top scores (9 or 10), or if you’re dealing with detractors who give low scores (0 to 6). The NPS isn’t just a number; it’s a guiding star showing you where your customers stand. High scores mean you’re on the right path. Low scores mean you have work to do. By following this data, businesses can focus their efforts on turning unhappy customers around and building stronger bonds with those who already love them.
When your entire team understands that delighting customers is not a gimmick but the core purpose of their work, a magical change occurs. Employees see their roles differently. Instead of just doing tasks, they recognize how their actions directly impact someone else’s happiness. Whether it’s a software developer improving an app feature or a salesperson responding kindly to a buyer’s concerns, everyone sees the chain of value leading to a real person who will appreciate their efforts. This sense of purpose creates a more engaged, motivated workforce. When employees feel good about what they produce, it encourages continuous learning, innovation, and excitement at the workplace. It also encourages them to listen closely to feedback, think creatively, and solve problems in ways that keep delight at the center.
The beautiful thing about customer delight is that it inspires a cycle of improvement. Businesses learn from what customers love and from what they dislike. Negative feedback doesn’t become a reason for blame or panic but a chance to adapt and grow. Turning detractors into promoters can be more powerful than simply satisfying neutral customers. When a formerly unhappy client sees your sincere effort to fix a problem, they may trust you even more than someone who never had an issue at all. This cycle of listening, adapting, and delighting ensures that your company never grows stale. Instead, it remains living and responsive, an organization that continuously earns the loyalty and admiration of the people it serves, paving the way for long-term success and meaningful relationships.
Chapter 4: Harnessing The Power Of Self-Organizing Teams To Solve Complex Problems And Spark Innovation.
When problems are straightforward, you can solve them alone. But many of today’s business challenges are incredibly complex, requiring varied viewpoints and skills. Enter the self-organizing team—groups of diverse individuals empowered to find their own ways of working and generating solutions. Imagine a puzzle that’s too big and complicated for one mind. A self-organizing team splits it into manageable pieces, with each member bringing unique strengths. One person might excel at analyzing data, another at understanding customer emotions, and another at designing fresh concepts. By combining their talents and being free from rigid command structures, self-organizing teams craft solutions that are smarter, faster, and more creative than any single manager or group of similar experts could achieve alone.
These teams are like carefully chosen juries that represent a broad slice of a community. They include people from different backgrounds, skill sets, and perspectives. This diversity prevents the group from getting stuck, because when one line of thinking fails, another person’s experience or knowledge might open a new door. Without a dominating leader forcing decisions, everyone feels comfortable speaking up and contributing ideas. This shared sense of ownership turns the team into a fearless problem-solving unit. Instead of waiting for instructions, they take initiative, explore multiple solutions, and learn from each attempt. It’s a way of working that not only finds answers but also boosts morale, as members feel valued for who they are and what they bring to the table.
Self-organizing teams thrive in environments that encourage experimentation, trust, and open communication. By giving these teams the freedom to decide how to structure their work, managers allow true creativity to flow. The result isn’t chaos—it’s constructive independence. Teams become more adaptable, shifting their approach as conditions change. They can move faster because they’re not waiting for approval from distant authority figures. They can directly engage with customers, gather feedback, and adjust their strategies in real-time. This rapid response capability means products and services evolve quickly, staying relevant to what people actually need. Such a system leaves no one feeling trapped in a rut; instead, each member learns continuously, growing more skilled and confident.
The beauty of self-organizing teams is that they create a virtuous cycle. Their successes prove that employee autonomy and trust deliver better results. Their challenges become lessons in resilience and adaptability, pushing them toward steady improvement. Over time, these teams become the heart of innovation within an organization, producing solutions that keep customers delighted and the company competitive. Instead of relying solely on top leaders to decide every move, the organization taps into its collective intelligence. This approach not only overcomes today’s complexities but prepares the company for tomorrow’s uncertainties. In a world that demands quick adaptation and fresh thinking, self-organizing teams become shining examples of radical management done right—turning complex problems into opportunities for collaborative invention and lasting success.
Chapter 5: Adopting Client-Driven Iterations To Continuously Improve Products And Prevent Wasted Efforts.
Imagine endlessly producing items without knowing if anyone wants them. It’s like building houses before checking what features new homeowners desire, or cooking huge meals without confirming if guests will arrive. This old pattern leads to warehouses full of unsold goods, wasted time, and empty wallets. Client-driven iterations flip this scenario. Instead of guessing what customers want, you ask them, test small batches, and then adjust. This approach turns your product development into a continuous conversation with customers. You create a rough version, get feedback, refine it, and repeat. Over time, your product transforms into something that people genuinely appreciate. Client-driven iterations save money, reduce waste, and ensure that what you offer aligns perfectly with real human needs rather than outdated assumptions.
A real-world example is a housing company that once built homes first and tried to sell them later. The result? Empty houses sitting unsold, draining resources and patience. By adopting client-driven iterations, they now ask buyers what they actually want before building. Homebuyers choose a lot, customize house features, and provide input along the way. This method prevents the frustration of mismatch and ensures that each finished product fits a family’s dreams. The housing company not only reduces costly inventory but also makes customers happy from the start. Each iteration, guided by client feedback, brings the final product closer to the ideal home. This cycle also motivates employees who can see how their daily tasks directly contribute to satisfying real people and meeting genuine needs.
Client-driven iterations create a work environment where learning never stops. Instead of making huge, risky moves, you make small, manageable changes and gather responses. If something doesn’t work, you fix it quickly. If customers love a new feature, you lean into it. This constant loop of creation, evaluation, and improvement keeps everyone on their toes and prevents stagnation. It also encourages close relationships between employees and customers. Teams see firsthand how their efforts pay off, and customers feel valued because their voices shape the product. Over time, this respectful back-and-forth builds trust and loyalty. Customers know you care. Employees know their work matters. And the organization enjoys a steady path of growth, guided by real-world signals rather than old business guesses.
By using client-driven iterations, companies become more like nimble chefs who taste-test recipes as they cook, making sure the meal is perfect before serving it. Instead of working blindly behind a closed kitchen door, they bring their customers into the process. This approach slashes the risk of sinking huge investments into something unwanted, while also boosting the chances of delivering products that hit the sweet spot. It’s a practice that can be applied to almost any industry. Software developers release test versions, collect user feedback, and update their apps. Toy makers test prototypes with kids, learning what features kids find exciting. The underlying principle is simple: listen first, act second, and always be ready to tweak and refine based on what your customers say and show.
Chapter 6: Delivering Value In Each Workflow Step And Preventing Traffic-Jam Situations That Frustrate Everyone.
Think about a morning traffic jam where hundreds of cars line up, inching forward at a snail’s pace. This frustrating scene can happen in businesses too, when work piles up, tasks bottleneck, and customers wait longer than they should. To avoid this mess, radical management suggests ensuring value is created at every step of the workflow. Instead of overloading a single department or rushing everyone through the same narrow pipeline at once, the organization spaces out tasks, optimizes processes, and ensures no one section becomes overwhelmed. By doing so, employees don’t feel crushed by stress, and customers aren’t stuck waiting for ages. Like a well-designed highway system, a smooth workflow reduces unnecessary delays, saves money, and keeps morale high.
Consider a medical center that struggled with chemotherapy sessions for cancer patients. Everyone wanted treatments scheduled early in the day, but that meant huge morning crowds. Patients waited, stressed and anxious, while staff rushed around trying to help everyone at once. By carefully examining their workflow, the center realized the problem was in trying to squeeze too many appointments into too short a window. Their solution was to distribute appointments more evenly throughout the day. Patients got seen faster, nurses and doctors weren’t worn out, and the overall experience improved. This shift showed that sometimes, delighting clients is as simple as adjusting a schedule or changing the sequence of tasks. Each step of the process should add value, not frustration, for customers and employees alike.
Delivering value at each step isn’t just about speed. It’s about making sure that no stage in your operation is wasteful or unhelpful. If any part of your workflow doesn’t serve the client’s best interests, it needs rethinking. For example, long forms that don’t lead to better service or complicated instructions that confuse customers only slow things down. Instead, refine every detail so that the journey from start to finish feels logical, simple, and valuable. This fine-tuning ensures customers remain engaged, feel cared for, and trust that your organization respects their time and effort. It also helps employees enjoy their work more because they aren’t stuck in inefficient processes. Improved workflows prevent burnout, keep everyone focused, and ultimately strengthen the relationship between a company and its clients.
By continuously improving workflow and making every step count, companies develop a kind of traffic-control system for their internal operations. No longer do certain areas get flooded with tasks while others sit idle. Everyone works in harmony, passing tasks along efficiently and communicating changes clearly. This smooth flow not only increases output quality but also makes the entire organization more adaptable. If something changes—like a surge in demand or a sudden supply issue—the team can adjust without chaos. In a market where adaptability is crucial, streamlined workflows help businesses remain resilient. They can handle challenges gracefully, spare clients from long waits, and ensure that employees aren’t pushed to the edge. Ultimately, this balanced approach makes it possible to deliver steady value day after day.
Chapter 7: Embracing Radical Transparency To Identify Problems Quickly And Solve Them Openly.
Imagine if you weren’t allowed to mention problems in your home, pretending everything was always perfect. Soon, small leaks, damaged appliances, or misunderstandings would grow into massive troubles. That’s exactly what happens when companies hide or deny issues. Radical management rejects this fear of bad news and encourages honesty and clarity. Radical transparency means everyone can speak up about problems they spot. Instead of blaming or punishing messengers, you listen. When employees know they won’t be silenced, they’re more likely to report issues early, preventing serious damage. Transparent organizations are like well-lit rooms where nothing lurks in the shadows. You can see what’s wrong, fix it, and move on. This approach builds trust and ensures that no hidden issue silently harms the company’s future.
In contrast, traditional management often tries to avoid acknowledging problems. Leaders sometimes fear that admitting a mistake will make them appear weak or less in control. But imagine a business lending money carelessly, denying concerns that some deals might never be repaid. Without transparency, no one feels safe pointing out that these loans could cause huge debt. Over time, debts pile up, and the company faces enormous losses. By the time the truth comes out, it’s too late. Radical transparency aims to stop this pattern. When everyone, from top to bottom, feels comfortable raising a hand to warn about flaws, the company can fix them while they’re still small. This prevents nasty surprises, protects the organization’s stability, and helps leaders make wiser decisions.
By practicing transparency, companies create an atmosphere of trust. Employees feel that their insights matter, even if those insights are critical or challenging. This environment encourages collaboration. People stop hiding their weaknesses or pretending they have all the answers, which allows the team to learn and improve together. Customers also benefit because the organization maintains honesty in its dealings, admits errors when they occur, and works openly to correct them. Transparency transforms blame-filled cultures into learning-focused ones. When everyone understands that problems are opportunities to do better, they welcome feedback and suggestions rather than dreading them. This shift fuels continuous improvement and boosts overall performance, making it easier to navigate complex business landscapes and keep customers delighted.
A transparent organization is not about exposing weaknesses for the sake of embarrassment; it’s about shining light on issues so they can’t hide. Under clear scrutiny, those issues get addressed faster and more effectively. Over time, employees feel safer exploring new ideas because they know mistakes won’t be swept under the rug—they’ll be fixed. This encourages innovation and experimentation. When leaders show that they value truth over image, the entire company benefits. Everyone understands that lying or covering up is harmful and that honesty, even when it’s tough, pays off. In a world where trust is precious, radical transparency helps build credibility inside and outside the company. Customers notice honesty, employees appreciate fairness, and the company stands on solid ground, ready to face future challenges confidently.
Chapter 8: Fostering Continuous Self-Improvement To Keep Everyone Learning, Growing, And Thriving.
No team is perfect, and no process is flawless. But what if employees were always on the lookout for ways to improve, solve problems, and get better at their jobs? Continuous self-improvement means that everyone in a company, from the newest intern to the top manager, keeps learning. They spot issues early, suggest fixes, and never assume the job is fully done. This attitude creates a cycle of progress, where mistakes become stepping stones to better methods rather than reasons to give up. It’s like tending a garden: you keep watering, weeding, and nurturing so that plants never stop growing. Over time, this ongoing improvement makes the entire organization stronger, more creative, and more ready to handle whatever tomorrow brings.
A famous example comes from Toyota’s factories. The company set up Andon cords that anyone could pull if they noticed a glitch on the production line. Stopping the line might seem risky, but Toyota realized that catching and fixing problems right away saves time and money in the long run. Workers don’t just wait for managers to find solutions; they become part of the solution, directly influencing quality and efficiency. This involvement doesn’t only cut costs and raise quality; it makes employees feel empowered. They know their voices matter and their insights count. By encouraging everyone to think like a problem-solver, a company builds a confident, skilled workforce that’s ready to adapt, experiment, and excel under changing conditions.
Continuous improvement requires a supportive culture. If someone points out a better way to do something, their suggestion should be welcomed, not dismissed. This culture breaks down barriers that might keep good ideas hidden. Teams hold regular meetings to reflect on their performance—what went right, what went wrong, and what can be tweaked. Over time, this constant cycle of reflection and action sharpens efficiency. The workplace hums with quiet enthusiasm as people realize they are essential contributors to the company’s success story. Customers notice the difference. They receive products and services that keep getting better, made by people who care enough to refine every detail. Trust and loyalty grow, and the company stands out as a brand that never stops improving.
Over years of practicing continuous self-improvement, a business becomes more than just a workplace. It transforms into a learning community, a place where curiosity thrives and problems become puzzles waiting to be solved. Employees develop their skills, discover new ways to delight customers, and keep up with evolving market demands. The result is a flexible, future-ready organization that doesn’t fear change but welcomes it as a chance to grow. Problems no longer block progress; they become signals that guide the next round of enhancements. This mindset isn’t just good for profits; it makes work more meaningful and rewarding for everyone involved. In a world where standing still means falling behind, continuous self-improvement ensures that success is always within reach.
Chapter 9: Mastering Interactive Communication So Managers Can Inspire, Empower, And Keep The Balance.
Managing a team means juggling multiple responsibilities. A manager must ensure employees are fairly paid, exercise leadership in decision-making, and keep the workforce energized and happy. Doing all these tasks well requires strong, interactive communication skills. This doesn’t mean just talking down to people or issuing orders. It means engaging in real conversations, listening closely, and understanding what your team members need. By maintaining open communication channels, managers build trust and connect emotionally with employees. Workers feel understood, respected, and appreciated, which makes them more enthusiastic about their tasks and more willing to go the extra mile. A manager who communicates interactively encourages new ideas, quickly resolves conflicts, and creates a supportive environment that ultimately leads to products and services that wow the customer.
Imagine a boss who only cares about numbers and does not pay attention to the people achieving those results. Over time, employees feel like mere tools. Their motivation fades, and creativity shrinks. On the other hand, a manager who communicates warmly and honestly not only ensures everyone’s basic needs are met but also promotes a sense of shared purpose. When employees know their opinions count and their concerns are heard, they become more engaged. This engagement translates into better collaboration, more innovative thinking, and a willingness to take on challenges. People are more likely to adapt to changes, learn new skills, and deliver consistent quality to customers. Interactive communication is the bridge between a manager’s authority and the team’s motivation, holding everything together.
Good communication is like a careful dance: the manager leads, but both sides stay in harmony. Managers who ask questions, listen to answers, and show empathy can fine-tune their approach. This attention to detail helps maintain a healthy balance of guidance and freedom. It also helps prevent misunderstandings and guesswork. Employees who understand the reasoning behind decisions are more likely to support them. Similarly, leaders who truly hear their staff can anticipate problems before they escalate. With interactive communication, everyone becomes more aligned with the goal of delighting customers. The chain is unbroken: managers respect employees, employees feel valued, and customers receive top-notch experiences. Communication transforms from a dull requirement into a vital tool for fueling creativity, boosting morale, and sustaining progress.
In an environment shaped by radical management, good communication lights the path forward. It ensures that employees are not just task-doers but active contributors who bring energy, passion, and intelligence to their roles. Leaders learn to encourage dialogue rather than shutting it down. They embrace feedback, welcome suggestions, and remain open-minded when faced with new ideas. Over time, an organization that communicates well stands out as a place where everyone grows together. This confident, caring atmosphere translates directly into products and services that keep customers intrigued and delighted. With the art of interactive communication mastered, managers no longer struggle to hold everything in balance. Instead, they guide their teams gracefully, ensuring that everyone moves forward, united in a shared vision of value, innovation, and lasting success.
All about the Book
Transform your organization with Stephen Denning’s radical management approach, shifting focus from traditional control to collaboration. Ideal for leaders seeking innovation, this book empowers teams for enhanced performance and customer engagement.
Stephen Denning is a renowned thought leader and author, celebrated for his innovative insights in management and leadership, guiding organizations toward radical change and creative strategies for business success.
Corporate Executives, Project Managers, Human Resource Specialists, Change Management Consultants, Innovation Strategists
Leadership Development, Team Building Activities, Business Strategy Workshops, Reading Management Literature, Participating in Organizational Transformations
Ineffective Leadership Practices, Employee Engagement Challenges, Customer-Centric Business Approaches, Resistance to Change in Organizations
Management is about people, and people must be at the center of any change initiative.
Simon Sinek, Marshall Goldsmith, Daniel Pink
Axiom Business Book Award, Gold Medal for Business Book Excellence, Top 100 Best Business Books by Management Today
1. How can you inspire teams to embrace radical change? #2. What are the key principles of radical management? #3. How do you foster a culture of innovation? #4. Can storytelling enhance leadership effectiveness and engagement? #5. What role does customer feedback play in management? #6. How do you measure success in radical management? #7. What practices encourage continuous learning within teams? #8. How can transparency improve team collaboration and trust? #9. In what ways can leaders empower their employees? #10. How does adaptive leadership respond to market changes? #11. What techniques promote agility in project management? #12. How do you align team goals with customer needs? #13. What are the benefits of cross-functional teamwork? #14. How can leaders create a shared vision effectively? #15. What strategies help manage remote and hybrid teams? #16. How does employee engagement impact organizational performance? #17. What methods can enhance communication within teams? #18. How can you cultivate a mindset for experimentation? #19. What are the challenges of implementing radical management? #20. How do effective leaders navigate organizational resistance to change?
leadership, management, radical management, Stephen Denning, business strategy, organizational change, agile management, innovation in leadership, team management, executive coaching, transformational leadership, effective communication
https://www.amazon.com/dp/1118014010
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