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One from Many: VISA and the Rise of Chaordic Organization
The worldwide success of VISA International, Dee Hock asserts, is due to its chaordic it is owned by 22,000 member banks, which both compete with each other for 750 million customers and must cooperate by honoring one another's $125 trillion in transactions annually across borders and currencies. "One From Many takes the never-before-told story of how that structure came into being, and updates it for today. The book also highlights Dee Hock's evolution from humble beginnings to an iconoclast who challenged the nature of traditional organizations and management. It is the story of an entrepreneur who created a new concept of organization, brought it into being, and led it to amazing success in less than a decade. Hock is a corporate statesman who continues to carry these ideas around the world. Lyrical, humorous, powerfully thoughtful, "One From Many tells how one man blended chaos and order in the unexpected realm of business.
307 pages, Paperback
First published January 1, 2000
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About the author
Dee Hock
8 books23 followersDee Ward Hock is the founder and former CEO of the Visa credit card association.
More information: http://en.wikipedia.org/wiki/Dee_Hock
More information: http://en.wikipedia.org/wiki/Dee_Hock
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Displaying 1 - 28 of 28 reviews
December 17, 2013
Amazing read. My personal summary -
The 400 year-old industrial age is rattling in its deathbed. Organizational templates of hierarchy, command, and control, equal now in destructiveness and age, must be allowed to perish. In its place, new forms of chaordic cooperation and and competition must emerge that design for human ingenuity, and opt for decentralization as a means to robustness and responsibility. Dee Hock captures all of this succinctly, woven it into a deeply personal narrative that bears credence to his philosophy.
The 400 year-old industrial age is rattling in its deathbed. Organizational templates of hierarchy, command, and control, equal now in destructiveness and age, must be allowed to perish. In its place, new forms of chaordic cooperation and and competition must emerge that design for human ingenuity, and opt for decentralization as a means to robustness and responsibility. Dee Hock captures all of this succinctly, woven it into a deeply personal narrative that bears credence to his philosophy.
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January 19, 2009One of my all time favorites on what it means to be an effective leader. Its NOT what you think!
September 10, 2019
Its so refreshing to hear Dee Hock's struggle with organizations that value procedure over purpose, and method over results.
I've dealt with it every day in the USMC for the last 6 years and i find his insight humorous and very descriptive. Hes able to put words arounds ideas ive been thinking but unable to describe.
I've dealt with it every day in the USMC for the last 6 years and i find his insight humorous and very descriptive. Hes able to put words arounds ideas ive been thinking but unable to describe.
November 20, 2025
"You don’t have a health-care problem. You have an institutional problem, and until you deal with it, things will get progressively worse."
this quote encapsulates the key message of this book. this isn't so much a 'business' book, but a philosophy, leadership, and social criticism mix set throughout the progression of his career. dee hock has never been one to chase materialistic comfort or glory–all he's ever wanted was to enjoy a 'retirement-on-the-job–so he's been able to observe the surrounding phenomena. his contemplation on the nature of things has led to many parallels with taoist philosophy, so it is with a great bias that this is my favourite book I've read thus far.
one of these thoughts led him to realize a core problem: the mechanistic mindset and systems in place from the industrial age and the lack of development in way of thinking, even though technology brought us into a new age. instead of having institutions which work in our benefit, we have become slaves to the institutions. whether this is because of the unwillingness of the elite to surrender power or the fundamental difficulty in shifting our internal models of reality, we need better leadership in the world: leaders who “go before and show the way”; leaders who lead in, up, and around; and leadership which emerges from everyone in the community.
in the end, this book reads like a lifetime of brewed thoughts from an old geezer down the road–except I find him particularly charming and hope to review, reflect, and build upon his wisdom as we leave the comfort of the school and enter the whirlpool that is society. to me, this is the epitome of leadership books, an introduction to various schools of philosophical thought, and a tale of a man who just wanted to sit and enjoy a cup of tea. will definitely reread from time to time, and highly recommend to anyone to flip through (especially if the thought of finance bros gives you an ick).
select highlights:
this quote encapsulates the key message of this book. this isn't so much a 'business' book, but a philosophy, leadership, and social criticism mix set throughout the progression of his career. dee hock has never been one to chase materialistic comfort or glory–all he's ever wanted was to enjoy a 'retirement-on-the-job–so he's been able to observe the surrounding phenomena. his contemplation on the nature of things has led to many parallels with taoist philosophy, so it is with a great bias that this is my favourite book I've read thus far.
one of these thoughts led him to realize a core problem: the mechanistic mindset and systems in place from the industrial age and the lack of development in way of thinking, even though technology brought us into a new age. instead of having institutions which work in our benefit, we have become slaves to the institutions. whether this is because of the unwillingness of the elite to surrender power or the fundamental difficulty in shifting our internal models of reality, we need better leadership in the world: leaders who “go before and show the way”; leaders who lead in, up, and around; and leadership which emerges from everyone in the community.
in the end, this book reads like a lifetime of brewed thoughts from an old geezer down the road–except I find him particularly charming and hope to review, reflect, and build upon his wisdom as we leave the comfort of the school and enter the whirlpool that is society. to me, this is the epitome of leadership books, an introduction to various schools of philosophical thought, and a tale of a man who just wanted to sit and enjoy a cup of tea. will definitely reread from time to time, and highly recommend to anyone to flip through (especially if the thought of finance bros gives you an ick).
select highlights:
on industiral age thinking:
The nature of our organizations, management, and scientific expertise is not only increasingly irrelevant to our enormous economic, societal, and environmental problems, it is a primary cause of them.
Those with the greatest power and wealth and the most prominent place in the old order of things have the most to lose. It is, therefore, understandable that so many of them close their minds to different possibilities and cling tenaciously to the old order of things.
on community:
Without any one of the three—nonmaterial values, nonmonetary exchange of value, and proximity—no true community ever existed or ever will.
Every healthy family is chaordic by its very nature. It is there that the greatest exchange of nonmonetary value takes place. The things we do because we care, for which we expect no recompense and keep no records.
on modern capitalism:
When a corporation rips from the Earth irreplaceable energy or resources, no matter how much it pays for them; when it uses any resources more rapidly than they can be replaced, or at less than full replacement cost, it has socialized the cost (spread it to society as a whole; the people at large) and capitalized the resultant gain. ... The possibilities for socializing cost and capitalizing gain are endless, as those who hold power or wealth within monetized corporations have discovered to their endless benefit.
The history of modern science has been an effort to divorce the ethical dimensions of life from the physical, to divorce subjective values from objective observations; to divorce spirituality from rationality. The effect has been the deification of the rational, physical, objective perspective as ultimate truth, and demonization of the subjective, ethical, and spiritual perspective as superstition, delusion, and ignorance.
on life:
Life is not about control. It’s not about getting. It’s not about having. It’s not about knowing. It’s not even about being. Life is eternal, perpetual becoming, or it is nothing.
Since the past can never be more than preparatory and the present no more than a point of departure, it is the future that should have our best thoughts and energy, though it seldom does in the stress and strain of modern life.
on leadership:
Leader presumes follower. Follower presumes choice. One who is coerced to the purposes, objectives, or preferences of another is not a follower in any true sense of the word, but an object of manipulation. ... The moment they are bound, they are no longer leader or follower. If the behavior of either is compelled, whether by force, economic necessity, or contractual arrangement, the relationship is altered to one of superior/subordinate, manager/employee, master/servant, or owner/slave.
Lead yourself, lead your superiors, lead your peers, employ good people, and free them to do the same. All else is trivia.
What differentiates the despotic leader from the beneficent leader is values: the purpose and principles from which they derive their internal being; their consciousness; their internal model of reality. Corrupt leaders believe in a world as they want it to become, not as it ought to be, and that world is also in existence, buried in everyone, waiting to be aroused.
on regulations:
Heaven is purpose, principle, and people. Purgatory is paper and procedure. Hell is rule and regulation.
It is interesting to note the use of “should” and “ought,” never “must”, or “shall.”
In a complex, rapidly changing world, a clear sense of direction, a compelling purpose and powerful beliefs about conduct in pursuit of it, seemed to me infinitely more sensible and robust than mechanical plans, detailed objectives, and predetermined outcomes.
on a new form of institution:
Understanding events and influencing the future requires mastering of four ways of looking at things; as they were, as they are, as they might become, and as they ought to be.
Only in a harmonious, oscillating dance of both competition and cooperation can the extremes of control and chaos be avoided and peaceful, constructive societal order be found.
The important question is not whether an institution or an individual reaches the ultimate, but whether they aspire to reach it and constantly rise in the scale.
on the nature of information:
Noise, in its broadest sense, is any undifferentiated thing that assaults the senses. It is pervasive and ubiquitous, whether auditory, visual, or textural. The supply of noise is infinite. Noise becomes data when it transcends the purely sensual and has cognitive pattern; when it can be discerned and differentiated by the mind. Data, in turn, becomes information when it is assembled into a coherent whole that can be related to other information in a way that adds meaning (Bateson’s difference that makes a difference). Information becomes knowledge when it is integrated with other information in a form useful for deciding, acting, or composing new knowledge. Knowledge becomes understanding when related to other knowledge in a manner useful in conceiving, anticipating, valuing, and judging. Understanding becomes wisdom when informed by purpose, ethics, principle, memory of the past, and projection into the future.
on internal models of reality:
Our internal model of reality is how we make sense of the world. And it can be a badly built place indeed ... When everything changes around us and it becomes necessary to develop a new perception of things, a new internal model of reality, the problem is never to get new ideas in; the problem is to get the old ideas out. / If you are unwilling to examine your present consciousness, your internal model of reality, your perception of how you were, how you are, how you might become, and how you ought to be, you are making a grave mistake. No one is without influence. Everyone has choices to make about where they will lead and where they will be led. No one is without power to choose wisely and well. After all, if you think you can’t, why think?
In truth, there are no problems “out there.” And there are no experts “out there” who can solve them if there were. The problem is “in here,” in the consciousness of you and me, in the depths of the collective consciousness of the species.
on emotions:
Whenever approaching someone with greater wealth, power, and position, I silently repeat, “I am as great to me as you are to you, therefore, we are equal” When approached by those with less power, wealth, or position, I silently repeat, “You are as great to you as I am to me, therefore, we are equal.”
Twenty years making and collecting loans had taught me that anger, blame, condemnation, and other negative emotions are fueled by like response.
It has ever been my belief that, in the deepest sense, one can never own anything until it is given up, freely, completely, without regret or remorse. Only then, can it never be lost or taken from them.
At such times, it is no failure to fall short of realizing all that we might dream: The failure is to fall short of dreaming all that we might realize. We must try!
November 29, 2013
Brilliant and insanely important.
My business hero.
My business hero.
July 22, 2024
"One from Many" by Dee Hock chronicles his journey from a disillusioned banker to the visionary behind Visa International, emphasizing the transformative power of chaordic systems—a blend of chaos and order that fosters self-organization. This concept revolutionized the financial sector and offers a model for other industries seeking sustainable, adaptable success. The book presents a roadmap for entrepreneurs and executives to harness the collective power of decentralized organizations.
Hock's departure from the corporate world in 1984 to tend to his farm marked the beginning of a deep reflection on interconnectedness and the limitations of conventional, mechanistic views of organizations. He believed that life and business transcended mere measurements and saw the need for a new organizational model. The 1960s banking sector, characterized by bureaucracy and inefficiency, was ripe for transformation. Hock envisioned a system that empowered individuals by decentralizing decision-making, creating a harmonious blend of chaos and order—what he termed "chaordic organization." Hock's upbringing, marked by moments of both compassion and harshness, instilled in him the importance of aligning values with actions. This perspective shaped his leadership style, emphasizing the necessity for organizations to reflect the principles of hard work, community, and resourcefulness. He believed that true leadership comes from collective wisdom rather than individual decisions. Hock's experience highlighted the importance of ensuring that institutions embody the values they profess.
In 1965, Hock found himself disillusioned and working at the National Bank of Commerce (NBC). Despite initially viewing the role as a step back, Hock saw an opportunity to revolutionize the credit card industry. He and his partner, Bob Cummings, recognized the flaws in the existing system and the potential for a major overhaul. Hock's leadership during a crisis, where he involved all staff in solving a processing error, exemplified his belief in collective effort. Hock realized that the banking industry's problems couldn't be solved by adding more staff or machinery; instead, a fundamental shift in the entire credit card processing network was needed. This shift required trust, collaboration, and a shared commitment to a common goal—key components of chaordic organization. In 1968, the banking world was chaotic, with rampant fraud and manual processes. Hock proposed a radical solution: a cooperative enterprise that allowed member banks to collaborate and address common challenges together. This idea led to the rebranding of National BankAmericard to Visa in 1976. Visa's success lay in devising uniform methods for monitoring fraud and transaction costs, fostering trust among member banks, and creating a global payment system. Hock's vision of chaordic transformation laid the groundwork for Visa's revolutionary approach to finance, demonstrating that businesses must adapt and evolve to thrive in a constantly changing world.
Hock and his colleagues faced skepticism and opposition as they sought to revolutionize the industry. However, by focusing on principles like distributed power and adaptability, they created a sense of connection among member institutions through shared purpose and community. Visa's leadership embraced openness and fairness, encouraging people to unlock their potential rather than demanding obedience. Over time, this approach transformed banking chaos into a sense of community and established Visa as a groundbreaking payment system. Hock's dedication to uniting thousands of banks within a single cooperative entity led to Visa's international success. The chaordic structure allowed banks to explore innovative ideas and thrive. However, the transition required a profound change, and Visa missed an opportunity to include merchants and cardholders as owners, which would have further aligned with chaordic principles. Despite this, Hock's commitment to chaordic thinking showed that businesses must adapt and evolve like nature's cycle of renewal. Visa's success lies in its chaordic structure, which resembles the harmony of a flock of birds rather than traditional hierarchies. This self-organizing system fosters collaboration and adaptability, allowing Visa to thrive in a complex, interconnected world. Visa's commitment to transparency and trust led to more engaged staff meetings and an inclusive environment, showcasing the importance of innovative approaches and continuous learning.
Dee Hock's tenure as CEO showcased the strength of chaordic principles, and Visa's success proved that self-organizing systems could deliver more effective, long-term results than traditional control systems. Chaordic organization promises a future where the collective triumphs over the individual, opening new paths to success. As industries face constant change, embracing chaordic principles may be the key to thriving in an ever-evolving world. Hock's journey underscores the power of decentralized collaboration and the importance of aligning values with actions. His vision of chaordic organization offers a model for sustainable, adaptable success, encouraging leaders to foster environments where collective wisdom can flourish. As businesses navigate the complexities of the modern world, the lessons from "One from Many" provide valuable insights for creating resilient, innovative organizations.
Hock's departure from the corporate world in 1984 to tend to his farm marked the beginning of a deep reflection on interconnectedness and the limitations of conventional, mechanistic views of organizations. He believed that life and business transcended mere measurements and saw the need for a new organizational model. The 1960s banking sector, characterized by bureaucracy and inefficiency, was ripe for transformation. Hock envisioned a system that empowered individuals by decentralizing decision-making, creating a harmonious blend of chaos and order—what he termed "chaordic organization." Hock's upbringing, marked by moments of both compassion and harshness, instilled in him the importance of aligning values with actions. This perspective shaped his leadership style, emphasizing the necessity for organizations to reflect the principles of hard work, community, and resourcefulness. He believed that true leadership comes from collective wisdom rather than individual decisions. Hock's experience highlighted the importance of ensuring that institutions embody the values they profess.
In 1965, Hock found himself disillusioned and working at the National Bank of Commerce (NBC). Despite initially viewing the role as a step back, Hock saw an opportunity to revolutionize the credit card industry. He and his partner, Bob Cummings, recognized the flaws in the existing system and the potential for a major overhaul. Hock's leadership during a crisis, where he involved all staff in solving a processing error, exemplified his belief in collective effort. Hock realized that the banking industry's problems couldn't be solved by adding more staff or machinery; instead, a fundamental shift in the entire credit card processing network was needed. This shift required trust, collaboration, and a shared commitment to a common goal—key components of chaordic organization. In 1968, the banking world was chaotic, with rampant fraud and manual processes. Hock proposed a radical solution: a cooperative enterprise that allowed member banks to collaborate and address common challenges together. This idea led to the rebranding of National BankAmericard to Visa in 1976. Visa's success lay in devising uniform methods for monitoring fraud and transaction costs, fostering trust among member banks, and creating a global payment system. Hock's vision of chaordic transformation laid the groundwork for Visa's revolutionary approach to finance, demonstrating that businesses must adapt and evolve to thrive in a constantly changing world.
Hock and his colleagues faced skepticism and opposition as they sought to revolutionize the industry. However, by focusing on principles like distributed power and adaptability, they created a sense of connection among member institutions through shared purpose and community. Visa's leadership embraced openness and fairness, encouraging people to unlock their potential rather than demanding obedience. Over time, this approach transformed banking chaos into a sense of community and established Visa as a groundbreaking payment system. Hock's dedication to uniting thousands of banks within a single cooperative entity led to Visa's international success. The chaordic structure allowed banks to explore innovative ideas and thrive. However, the transition required a profound change, and Visa missed an opportunity to include merchants and cardholders as owners, which would have further aligned with chaordic principles. Despite this, Hock's commitment to chaordic thinking showed that businesses must adapt and evolve like nature's cycle of renewal. Visa's success lies in its chaordic structure, which resembles the harmony of a flock of birds rather than traditional hierarchies. This self-organizing system fosters collaboration and adaptability, allowing Visa to thrive in a complex, interconnected world. Visa's commitment to transparency and trust led to more engaged staff meetings and an inclusive environment, showcasing the importance of innovative approaches and continuous learning.
Dee Hock's tenure as CEO showcased the strength of chaordic principles, and Visa's success proved that self-organizing systems could deliver more effective, long-term results than traditional control systems. Chaordic organization promises a future where the collective triumphs over the individual, opening new paths to success. As industries face constant change, embracing chaordic principles may be the key to thriving in an ever-evolving world. Hock's journey underscores the power of decentralized collaboration and the importance of aligning values with actions. His vision of chaordic organization offers a model for sustainable, adaptable success, encouraging leaders to foster environments where collective wisdom can flourish. As businesses navigate the complexities of the modern world, the lessons from "One from Many" provide valuable insights for creating resilient, innovative organizations.
November 29, 2020
This book is an unsung gem. The scale & success of Visa as a technologicsl, societal and and capitalist project is impressive in its own right. How many $500Bn organizations can you name?
But even more impactful are the principles of organizational theory and human behavior that made it possible - and the improvement possible (desperately needed !) across our failing institutions that is implied in this thinking.
Hock argues persuasively that we continue to apply outdated metaphors of the industrial revolution - specifically, the machine - to our organizations and institutions. And worse, this top-down, command and control style is demonstrably failing - evidenced by the great problems of our time (rampant inequality, destruction of the planet, failing institutions.
In describing the principles and creation of Visa - a competitive but cooperative, distributed, decentralized organization modeled after nature rather than machine - Hock unlocks a profound and compelling vision for human collaboration. The ramifications could not be bigger.
But even more impactful are the principles of organizational theory and human behavior that made it possible - and the improvement possible (desperately needed !) across our failing institutions that is implied in this thinking.
Hock argues persuasively that we continue to apply outdated metaphors of the industrial revolution - specifically, the machine - to our organizations and institutions. And worse, this top-down, command and control style is demonstrably failing - evidenced by the great problems of our time (rampant inequality, destruction of the planet, failing institutions.
In describing the principles and creation of Visa - a competitive but cooperative, distributed, decentralized organization modeled after nature rather than machine - Hock unlocks a profound and compelling vision for human collaboration. The ramifications could not be bigger.
December 20, 2022
A strange memoir that is heavy on Dee Hock’s personal philosophies, and light on details of his time at Visa. The book is mostly concerned with how chaordic organizations can help arrest Hock’s perception of widespread organizations failures.
Hock believes in a model of organization in which a cooperative sketches out principles which help organize a large number of independent industry participants. In this organizational structure, there is no command and control, the organization is run for the benefit of its participants. No one controls the organization and no participant has undue influence on its operations. Visa is sort of organized like this, or was in the early days.
The book helps one appreciate what Hock sees in self-organizing companies, but stops short of explaining how to set one up or run one. The book also takes strange tangents into metaphysics, which I wish were replaced by more anecdotes about the founding of Visa.
Hock believes in a model of organization in which a cooperative sketches out principles which help organize a large number of independent industry participants. In this organizational structure, there is no command and control, the organization is run for the benefit of its participants. No one controls the organization and no participant has undue influence on its operations. Visa is sort of organized like this, or was in the early days.
The book helps one appreciate what Hock sees in self-organizing companies, but stops short of explaining how to set one up or run one. The book also takes strange tangents into metaphysics, which I wish were replaced by more anecdotes about the founding of Visa.
August 23, 2022
Very cool - not a book about Visa per se but more about a systems thinking book - Dee Hock is kinda my new hero - he hates (hated RIP) big bureaucratic soulless corporations that people end up hating - such a visionary - some all time favourite quotes 'educed Behaviour' is a really cool leadership concept versus the old school command and control environments of the Industrial Age of induced behaviour. Visa would not exist if it weren't for this free independent thinking country bumpkin outsider shaking up the financial world... CRESTI! RIP Dee Hock what a man.
This entire review has been hidden because of spoilers.
January 3, 2019
A great story with many great concepts. Dee Hock will be recognized as a pioneer in years to come for a movement that is still in its early stages. Dee calls it the Chaordic Organization while Harrison Owen calls it the Interactive Organization. There are ideas and inspiration in the story for anyone interested in self-organization, self-management and in unleashing the human spirit in the workplace in general.
November 2, 2020
This book was a mixed bag for me. I definitely enjoyed some parts, such as the recounting of Dee spinning out Visa from BankAmericard and getting financial institutions to sign up for this thing. Other parts could have been articulated better or were just a little too out-there for me.
Dee has enough credibility for me to try and figure out these concepts of complexity and chaordic organization. I wasn't sold from this book alone, but it might turn out to be a good primer for future studies.
Dee has enough credibility for me to try and figure out these concepts of complexity and chaordic organization. I wasn't sold from this book alone, but it might turn out to be a good primer for future studies.
February 28, 2021
This book is written by Hock, who was one of the founders and the first Chief Executive of the Visa International financial company. The book is a blend of memoir, business, and philosophy all in one. The story of how Visa came to be as company in the 1970's is amazing in and of itself, but Dee Hock's musings on the analogies between business and nature is quite thought provoking. I loved this book so much and I will reference many learnings from it for years to come.
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December 21, 2020This book is years ahead of its time. Dee Hock is one of the most authentic and value driven individuals I have ever encountered. The book is a mix of autobiography, innovation and entrepreneurship.
It is a different book in the context of modern day books, but it is an essential one.
As a consultant working in change and innovation, this is a must read, written in a very poetic style.
Enjoy.
It is a different book in the context of modern day books, but it is an essential one.
As a consultant working in change and innovation, this is a must read, written in a very poetic style.
Enjoy.
July 24, 2021
It has its moments and relies heavily on the philosophical anecdotes to every day aspects of running an organisation. Overall, a good read if you can fast forward through some pages and truly invest in the authors way of looking at things! Biggest takeaway is the unique nature of chaordic structures and it’s effectiveness across structures!
September 2, 2021
This is one of the most inspiring books that I have read--especially as it relates to organizational change, which is widely discussed but rarely accomplished. Hock writes like a novelist, treating his brain as a partner in his decision-making process. Regardless of your professional perspective, the book will add wisdom to your perspective.
October 7, 2022
From a leader who began to understand issues such as ESG, the importance of data, the fundamental views of money, technology, labor supply etc and how they will evolve back in the 1950s. A must read for every leader.
December 26, 2023
This is a really facinating book on organisational thoughts. Reminds me of "Reinventing organisations" and how the portray the optimal organisation.
Its a must read if you have read Reinventing organisations.
Its a must read if you have read Reinventing organisations.
March 17, 2024
Solid book. Overall I would’ve rather more focus on his life rather than his perspective on decentralized organizations. That part got super repetitive especially with all the old monkey interludes. His life story and the story of Visa was awesome though.
June 10, 2023
A thought-provoking read that gives insights into how Dee Hock’s mind worked
December 12, 2024
The mythical half of Hock's writing is a little too idiosyncratic.
March 29, 2013
great book,
like the writing, like the ideas,
very inspired by the chaordic thought, that still has to be distilled somewhere else.
Thankful for any suggestions on other books on chaordic principles
; )
like the writing, like the ideas,
very inspired by the chaordic thought, that still has to be distilled somewhere else.
Thankful for any suggestions on other books on chaordic principles
; )
March 31, 2013
my favorite b book ever! concepts have be inspirational to me for years now. collaboration matters! and if bankers, who have a vested interest in NOT working together, then surely we can too. the will to succeed, the grace to compromise.
December 28, 2021
The enthralling story of visa’s founding, smattered with Hock’s personal philosophies on organizational structures and personal excellence (as well as his critiques of the status quo).
Looking forward to reading his other books
Looking forward to reading his other books
January 9, 2008
More interesting than it sounds, I plan to finish it someday.
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October 5, 2012It's a must read for those interested in the concepts of Organizations as a living communities.
March 29, 2015
Лучшая книга о том, как нужно создавать компании.
October 17, 2025
Thought-provoking and inspiring. Anyone who cares about organizations -- which is to say, everyone -- will benefit from reading this book.
July 20, 2014
Dee Hock,as a founder of VESA, made us stunning with his critical view of corporatism.
Displaying 1 - 28 of 28 reviews