This is an important book; of all the books I have read on the topic, it has the clearest, most honest look at what it takes to build a system that will support one of the most effective organizational approaches. It is a straight forward look at what it takes in terms of executive thought and strategy, enablers (called the OS in the book), and process to correctly combine and apply these to create an emergent / employee empowered style of operation. At the core of this method is the decision for leadership to surrender much of their power and place it in the hands of the workforce. This is a journey, not a destination.Many will read the book, try to apply it and fail because they are using the methods mentioned in the book without adopting the thinking necessary to support it. According to a McKenzie report, only about thirty percent of corporate changes succeed. Do to the nature of the changes being asked for in Brave New Work, I would expect the success rate to be substantially less. In today's corporation, it takes a strong brand based on image, charisma, and personal and immediacy in team execution to rise. This is typically the kind of person who prefers to be in direct control. In the Brave New Work world, it takes someone who is willing to allow goals to meander, small failure for learning, and the ability to see, understand and develop the front line of the organization into a fully functioning, transparent, skilled, knowledgeable, semi-autonomous team of achievers. This is control and power of a different kind and it is typically not found in people who have fought their way to the top and are anxious to preserve their rank and position. This is much akin to the professional politician we find today who is interested in maintaining office and accruing power compared to Jefferson's "citizen statesman" who serves out of duty and need with no real desire personal gain apart from the reward of producing a good-of-the-whole outcome.Before embarking on a journey to implement any portion of this system, the change implications for leadership, policy, and the people must be fully considered and a roadmap laid out so the guiding group has a hypothesis formed to when they are on track, when they are off the path, and when they need help. All major changes I have observed require a mentor to coach the people involved out of their current way of thinking. Anything less results in incremental improvement at best. At worst, it results in a relabeling of current practices, restructuring, and a retrograde of results in response to the resulting confusion.Read the book and seriously consider its claims. Then take a long look at if you are trying for a quick win to spike profitability and productivity or if you are willing to take the proposed journey to build a system that will make an exceptional company in the long run. Either path is a valid choice but Brave New Work will not accomplish the first but provides the seeds for the second.