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Stephen Denning

The Leader's Guide to Radical Management: Reinventing the Workplace for the 21st Century Audio CD – Unabridged, July 20, 2020

by Stephen Denning (Author), Norman Dietz (Reader)

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Based on research conducted over several years with hundreds of high-performance teams, this book is the first to identify what it takes to create high-performance teams. Denning breaks these elements down into three categories. First, there are the hygiene elements of teams that make up the traditional management literature on teams. These elements are necessary but not sufficient to create great teams. Second, there are the three drivers of high-performance teams: these are subjective factors that lift the team from good to great and generate the extraordinary productivity and the deeply meaningful experience. Third, are accelerators, such as leadership storytelling, which speed up the ascension of the team to high-performance status by generating meaning and excitement among team members.

Language

English
Publisher

Gildan Media Corporation
Publication date

July 20, 2020
Dimensions

5.3 x 7.5 inches
ISBN-13

979-8200555352
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Editorial Reviews

About the Author

Stephen Denning is a renowned management innovator and popular online columnist at Forbes. A former World Bank executive, he serves on the advisory board for the Drucker Forum and is the author of several books including The Leader's Guide to Radical Management.

Norman Dietz is a writer, voice-over artist, and audiobook narrator. He has won numerous Earphones Awards and was named one of the fifty "Best Voices of the Century" by AudioFile magazine. He and his late wife, Sandra, transformed an abandoned ice-cream parlor into a playhouse, which served "the world's best hot fudge sundaes" before and after performances. The founder of Theatre in the Works, he lives in Lancaster, Pennsylvania.

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Product details

ASIN ‏ : ‎ B08XZ65DJK
Publisher ‏ : ‎ Gildan Media Corporation; Unabridged edition (July 20, 2020)
Language ‏ : ‎ English
ISBN-13 ‏ : ‎ 979-8200555352
Dimensions ‏ : ‎ 5.3 x 7.5 inches

Best Sellers Rank: #7,688,599 in Books (See Top 100 in Books)
- #45,471 in Leadership & Motivation
- #101,092 in Books on CD

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68 ratings

About the author

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Stephen Denning

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Stephen Denning was born in Sydney, Australia. He studied law and psychology at Sydney University. After doing a post-graduate law degree at Oxford University, he joined the World Bank where he worked for several decades in various management capacities, including Program Director of Knowledge Management from 1996-2000.

He is the author of eight books, including The Leader's Guide to Radical Management: Reinventing the Workplace for the 21st Century, which is being published by Jossey-Bass in October 2010.

His book, The Secret Language of Leadership: How Leaders Inspire Action Through Narrative, was selected by the Financial Times as one of the best books of 2007.

The Leader’s Guide to Storytelling: Mastering the Art and Discipline of Business Narrative, was named in 2005 by the Innovation Network as one of the twelve most important books on innovation in the past several years.

Squirrel Inc.: A Fable of Leadership Through Storytelling was published in 2004. He has also published Storytelling in Organizations (2004) and The Springboard (2000) as well as a novel and a volume of poetry.

Denning consults with organizations in the United States, Europe, Asia, and Australia on topics of leadership, management, innovation and business narrative.

In 2000, he was named as one of the world’s most admired knowledge leaders (by Teleos) and in 2003, he was ranked as one of the world’s top two hundred business gurus by Tom Davenport and Larry Prusak in their book, What’s the Big Idea?

In 2009, he was a visiting fellow at All Souls College, Oxford University.

Denning’s Web site (http://www.stevedenning.com) has an extensive collection of materials on radical management, leadership, innovation, knowledge management and business narrative.

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Hunter Hastings

Strategy is a story, not a plan.

Reviewed in the United States on January 10, 2020

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Steve Denning is a unique business writer. He does not merely observe and recount. He has consistently developed innovative approaches of his own. He perfected the storytelling device while at the World Bank. He discovered that it was impossible to move the hierarchy and its widely distributed bureaucracy with finely honed and statistically verified strategic presentations about optimum resource allocation and project ranking. He wasn't listened to. But when he shifted to a narrative approach - telling persuasive stories - he achieved success. Subsequently, he undertook a wide-ranging study of storytelling as a strategy tool. This book is a result - with lots of examples, case studies and, most usefully, templates and typologies of effective narratives for every situation. It's an unusually valuable book.

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Tom G

Well written, a must read for managing dynamic projects

Reviewed in the United States on December 17, 2013

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While I struggled with the challenge of managing dynamic projects, it wasn’t until I was engaged as a change manager that I saw the focus on people instead of process as the way to make radical change. It was hard to believe something that now seems so obvious was so slow to be realized. I began reading and expanding my knowledge in organizational transformation and eventually found my way to Agile and Scrum project management. In these books and seminars my eyes opened and I realized that a better way not only existed but had been clearly articulated by many capable professionals.
Many of these sources directed me to Stephen Denning’s book, ‘The Leader’s Guide to Radical Management’. In it Denning outlines the development and organizational environment, the pitfalls of using dated and inappropriate methods, and the application of methods and mindsets that work. He is passionate about the approach and he is clear that it is not a prescriptive set of detailed practices but an ideology, a new way of thinking about managing dynamic projects.
Denning does an excellent job at laying the foundation for this new methodology, one that is both easy to understand yet difficult to implement. He outlines the fail points that can derail the approach, environments where it is not appropriate, and he describes how anyone within the organization, regardless of authority, can spread the message and drive change.

This book is a must read not just for project managers, but for anyone engaged in the development and delivery of dynamic projects. If you get just a single take-away from this book it should be this; 1) Delight the customer with incremental value, 2) Develop a sustainable rhythm, 3) Have fun. The old focus on performance metrics of cost, schedule, and quality with take care of themselves.

Read this book and share it and what you learn with others. Become the person on your team that leads your organization to a more effective and satisfying way of working. Then continue to read other works on Agile, Scrum, Lean and similar methodologies to expand your personal toolkit and your ability to apply the right approach to any given project.

My story or how I got to writing this review:

When I entered project management in the early nineties the practice was new to the company so my experience was gained through informal trial and error. Over time I developed a personal project management toolkit that allowed me to be successful but I continued to be conflicted with the prevailing hierarchical management practices. Projects were delivered mostly on schedule, but were plagued with missing or underperforming functionality. In addition, management dictated the team work excessive hours to maintain delivery with no connection with the ‘why’ of what they were doing.

Efficiency, quality, performance and personal satisfaction were low and I focused much of my time following each delivery trying to restore a sense of team and to improve on those low metrics. My project management peers shared the same issues and together we learned and established process standards to improve the development cycles. The process improved but only marginally. As the company grew the challenges became greater. We talked about how we worked as a small start-up, on the floor shoulder-to-shoulder without regard to who was best experienced to lead. The team made decisions collectively and because we had just a handful of clients we were all aware of their role and expectations.

In retrospect we were fairly successful in delivering software using our own modified waterfall technique. Projects began using pure waterfall processes with requirements fully defined and approved before moving into development. But once we were deep into development itself, changes came often and pushing back was pointless. With each new project or new release we continued to start with the same waterfall premise because we thought that if we applied more process and tighter control we would achieve success to the satisfaction of all. We never did; not fully.

I tell this story because if you were learning project management in the early nineties this was likely your story as well. Formal industry practices and standards driven by organizations like the Project Management Institute were not part of our common language.

Today project management is taught in high schools, colleges and most project management positions list PMP or similar certification as a requirement. Much progress has been made but for projects that are dynamic in nature with only some of the requirements known up front, the traditional waterfall process and the hierarchical management practices are not appropriate. PMI and other standards centric organizations held to the classic waterfall methodology and continued to refine and focus on ‘the process’ but the shift to more dynamic development in the workplace has driven them to expand their practices or become less relevant.

Those entering the project management profession have at their disposal a wide array of tools and methods that have been refined through years of experience and documented by people such as Denning to learn from. In the future better products leading to happier clients and developers will be the norm and the ideal of Radical Management will be seen as standard practice.

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SeattleShopper

Read the aspects of management but ignore (the now dated) aspects of agile processes

Reviewed in the United States on June 17, 2017

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Dated - but still some good concepts.

Particularly enjoyed the final chapter which outlined how he rolled out agile in his company - more as a revolution than your typically (and usually failed) agile adoption plan.

I found it a little too prescriptive and hence dated. Many modern agile practices have replaced ideas proposed in here that are now questioned e.g. velocity, planning poker. We have discovered new models of agility which work better than many of the (now dated) practices described in the book.

It is refreshing to find a book that talks about the management side of agile however. Perhaps would have been better if he stuck to this aspect instead of trying to outline what practices should be adopted also. Would have kept the book more current.

3 people found this helpful

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Mike Cook

If You are a Serious Student of Management This is a Unique Resource

Reviewed in the United States on May 7, 2013

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Stephen Denning is one of the most articulate and honest critics of the limitations of current management techniques and practices. Beyond criticism he is also able to offer creative alternative management methods and sound logic for his suggestions. His blog in Forbes is a regular source of both for me. I think so highly of his work and contribution that I am using 'The Leader's Guide to Radical Management' as the basic text for a course I am currently teaching in an MBA program on Managing Organizations and People.

'The Leader's Guide to Radical Management' is one of the most original pieces of management thinking to be published in some time. It offers a new contextual perspective for management and along with Umair Haques' The New Capitalist Manifesto: Building a Disruptively Better Business should be required reading for anyone involved in the practice of offering advice or consulting to business leaders.The era of maximizing shareholder value has cost us a lot, it is time to turn our attention to the creation of real value.

One person found this helpful

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kleuter

A management filosofy that delights customers

Reviewed in the United Kingdom on August 12, 2012

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This is a great book if you are interested in management. It explaines how empowering first line workers and a focus on delighting customers is at the centre of the succesfull management approach. This approach was pioneered by Toyota but misinterpreted by researchers from the western management culture. You may have heard of Agile in the IT industry wich is based on the same filosofy of delivering customer value quickly and iteratively in a work setting that is non hierarchical. Dennings clarifies why a redesign of the workplace and getting rid of traditional management habits is necessary to reach the continuous improvement that is required to keep your organisation and your customrers happy.

One person found this helpful

Kindle Customer

Fantastic

Reviewed in the United Kingdom on November 15, 2013

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This book is the first book by Stephen Denning I have read. I thought it was very easy to read but also inspiring. I leadership must.

Oliver Völckers

Bahnbrechend

Reviewed in Germany on September 30, 2011

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Stephen Denning ist ein Forbes-Autor, ehemaliger Manager des IWF und Wirtschaftsjournalist. In diesem Buch versucht er, die Erfahrungen der "Scrum"-Arbeitsmethode aus der Softwaretechnik für andere Managementbereiche zu verallgemeinern. Das führt tatsächlich zu einer verblüffend neuen Arbeitsorganisation.

Für das "Radical Management" stellt Denning sieben Prinzipien auf:
1. Fokus darauf, die Kunden zu begeistern (nicht nur zufrieden zu stellen)
2. Arbeit in selbstorganisierten Teams
3. Kundengesteuerte Iterationen (regelmäßige Annäherungen an das Arbeitsziel)
4. Jede Iteration soll konkreten Nutzen bringen, auch wenn er nur gering sein mag
5. Völlige Offenheit über Hindernisse, die Verbesserungen im Wege stehen
6. Permanente Selbst-Verbesserung des Teams
7. Interaktive Kommunikation

Statt einer konventionellen Hierarchie und Projektplänen mit Managern als Antreibern sollen die Mitarbeiter selbst die Kundenanforderungen verstehen und sich selber realistische Ziele setzen, die ihrem Tempo entsprechen. Weil das mehr Spaß macht und Erfolgserlebnisse bringt, gibt es kaum noch Reibungsverluste. Demokratisierte Strukturen erhöhen die Produktivität.

Die Sache hat einen Haken, auf den der Autor nicht eingeht: Selbstbewusste Mitarbeiter werden keine schlechte Führung mehr akzeptieren, und so geraten unfähige Topmanager unter Druck. Aber das ist Denning egal. Hauptsache, die Arbeit funktioniert besser. Denning will die Hindernisse für die Weiterentwicklung der Produktivkräfte wegräumen, etwa Innere Kündigung, Passivität und inkompetente Führung. Das ist ein mutiges Ziel, eben "Radical Management".

Die beschriebenen Methoden lassen sich bei Knowhow- und Hightech-Arbeitsplätzen anwenden. In einem Discount-Supermarkt wird Radical Management kaum funktionieren.

Denning ist es gelungen, einige wirklich neue Ideen zu formulieren, gut zu erklären und zu begründen. Management-Theoretiker wie Peter Drucker genügen nicht mehr für das 21. Jahrhundert. Wer innovative Firmen managt, sollte dieses Buch gelesen haben.

7 people found this helpful

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Joho

Strong start with a weak finish

Reviewed in Germany on March 1, 2022

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Good introduction to agile management midway gives way to much weaker preaching with lots of redundancy and advertising for the author‘s other books.

ML

Un ottimo libro

Reviewed in Italy on November 21, 2015

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Visione che almeno in Italia è ancora ignota alla maggior parte dei manager e di chi gestisce le aziende, giovani e meno giovani. Denning non è l'ultimo arrivato, meriterebbe molta più attenzione.

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The Leader's Guide to Radical Management: Reinventing the Workplace for the 21st Century Audio CD – Unabridged, July 20, 2020

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Stephen Denning

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