Stephen Denning’s book, The Leader’s Guide to Radical Management brings together some of the best practices from effective management methodologies like Lean, Agile and Scrum.

Taking the essentials from all these areas, he is able to combine them in a meaningful way and construct the foundation of his book. This foundation is made from 7 major principles. Principles like client driven iterations, self-organizing teams and radical transparency emerge from the different areas and are brought together to form new way of thinking about work.

The purpose of the book is to make the reader refocus his attention from the process itself to the customer, making the process just a mean to an end. In this context the point of convergence in management is defined by a new approach: development of products and services that delight the customer.  Through a process of continuous self-improvement the organization needs to deliver value to the customer in each iteration.

Due to the increasing complexity of the world around and the constant changes, now organizations needs to adapt by creating an environment that is open and able to respond quickly to change. The manager’s role is to empower people and teams for action. The improvement is not left solely in the hands of the manager but is based on the team itself, which is the major contributor to the progress.

In radical management the real purpose is not just in producing the goods and services, but in a higher aim: to delight the client.

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