Brandi Olson’s thesis statement for this book is great and one I hadn’t heard before. Like many business books, there were times when it was repetitive. I would have enjoyed more storytelling and examples of real world application.

This book covers three important topics critical for the health of an organization and, ultimately, its success. The integral, systems approach is a mainstay of digital transformation - but that topic can be difficult to tackle. Brandi Olson approaches the topic in accessible language, with excellent illustrations -- both graphics and metaphorical.

Much of what she describes is not new: Max Weber and Emile Durkheim, among others, wrote about these kinds of issues over 100 years ago.

Olson issues a challenge: "you (and everyone else) will need to stop settling for the appearance of productivity and performance rather than the real thing."

The author describes the challenges faced in organizations and low-key leads up to a discussion of the roots of corporate culture in a white supremacist, colonialist mindset which not only results in overworked, burned out employees but which also perpetuates the same dysfunctional system, reinforcing the lack of diversity of cultures, people and ideas.

"BURNOUT IS ENERGY-CONSUMING and self-perpetuating. It fosters a monoculture: if everyone is operating on a burned-out and overworked level, no one has the brain capacity to think that perhaps things could and should be different."

Most organizations respond to symptoms -- burned out employees are compelled to use up their vacation time before the year-end, company potlucks or online "coffee/happy hour" chats (or worse: Yammer) substitute for connection and culture. More is seen as "better" and forcing employees to jump between many different projects always leads to no clear successes or improvements.

What organizations fail to realize is that “peak performance means making the greatest possible impact over the longest period of time.” That means addressing root causes -- finding the smallest changes you can make that will have the biggest impact (Pareto principal), implementing changes incrementally and iteratively to have time to reflect on the impact throughout the ecosystem (ie "butterfly effect"), and avoiding toxic perfectionism ("better > best").

"Flow is the experience of energy, creativity, and value moving from ideas to results throughout your entire organization." This is achieved by making your work visible throughout the organization -- put it on KanBan boards, for example (or open up access in Confluence to all enterprise users). In John Doerr's "Measure What Matters," he similarly advocates for cross-functional sharing of goals so that individuals, teams, departments and divisions can work together to ensure they all help each other meet their goals (and thus all the company/enterprise level goals). When an organization is "flooding" -- they are taking a shotgun approach which may inevitably result in some losses: limiting growth opportunities, trapping people in a "wash, rinse, repeat" or dooming teams to failure like Lucy's chocolate factory speed-up.

Olson offers a lot of practical tips to get people thinking differently about how to identify the challenges and keep track of the work: switch from small screens & spreadsheets to big whiteboards or walls, establish "work in progress" (WIP) limits. Olson's analogy on how a WIP functions:

"Have you ever been to one of those gigantic waterslides where you first spend 25 minutes climbing up six stories, only to whoosh down the slide in approximately 93 seconds? Have you ever noticed that, in order to keep everyone safe, they have a one person on the slide limit?"

Work that has been started but not finished is a big liability - it represents unrealized value (and may end up as waste). This is why prioritization is critical -- but rather than prioritize, many organizations would prefer to continue piling up the work and ignore the costs in turnover as people burn out from constantly being spread too thin or having to switch projects too frequently.

"Productivity without outcomes is not real productivity." Building a bridge is an output while people safely crossing that bridge is an outcome. Migrating a website to a new content management system is an output while enabling marketing team members to update their own pages quickly is an outcome. "Outputs answer the question, How will we do it? Outcomes answer the question, Why does this matter?" -- or "When can we open the champagne?"

Olson also talks about the importance of focus and the damage of "multi-tasking" -- an organization that is flooding is multitasking across the enterprise, busy without achieving meaningful outcomes.

Let's jump ahead to characteristics of white supremacy work culture outlined in “White Supremacy Culture” --
1. Perfectionism - focusing on what doesn't work, punishing people for mistakes, not leaving room for learning and continuous improvement.

2. Sense of Urgency - everything is a "high priority" where I work, probably where you work, too. "There is little time for thoughtful decision-making, short-term fixes come with long-term costs."

3. Quantity over Quality - conflict avoidant environments with a focus on productivity and output over EQ and the underlying mechanics that enable the establishment of teams with high levels of trust where creativity can flourish.

4. Document-Driven Communication - leaves little time for conversations and exploration.

A key takeaway:

"By making work visible, limiting work in progress, and being clear on prioritization, you can create time, focus, and energy for teams to have difficult conversations, get to know each other personally, build trust, and identify significant opportunities for learning how to do and be better."

As the author states: the future of work is PEOPLE - who need to be in environments designed to for cross-functional collaborative teams where they can develop trust and work toward shared outcomes:
- The team must have all the cross-functional skills & expertise to do the work from start to finish
- The team must work together long term
- The work must be transparent so the team can be in flow

There is no such thing as "best practices" -- start by identifying what you do now, create a map of your ecosystem. Make improvements - better not best., and don't obsess with a "big bang" of fixing "all the things."

"If everything changes at once, you’ll overwhelm the system and slow down learning."
"...empower people to do their best work, solve problems, and be better leaders—no matter where they are in the organization."

"better is always better than best."