The authors have really done a good job of applying 'operational management' with the old 'management by objectives' focus to a church context. Of course many in church leadership lack this foundational expertise... but then so do many in business really. Therefore this fills a need.
It is cleverly titled because although they use the analogy of a computer operating system for the church, really what they have presented is the creation of their own 'system' in order to apply 'operational' management. This system with all its tools and catch phrases reminds me of Covey's 7 Habits, but it is also familiar territory to say McKinsey's consultants or alike coming in with a 'universal' fix for all your problems (without diagnosing them first!) Indeed Parks and Rendel have sett up just such a church consultancy, but it is at least good of them to release their 'tricks' and 'secrets' to the general market via a cheap book (Covey did the same).
There is some really good thinking and modelling in this - like their three piston engine (Great Commission Engine -GCE) describing the mutually reinforcing importance of Sunday worship, small groups relationship and actually living out your faith. However (and now I make some critiques) - this is only a tool rather than any revelation; and such has been said before in many different ways. The key concept concept around which everything is based is also not quite original in church nor in management - that strategy is orientated around an imaginary stereotypical 'customer' who embodies the key demographics that the church can/wants to reach.
A big section of the book which is much weaker, deals with old hat mission statements and evaluation; and is much less creative. Indeed the disconnect between 'words', no matter how well intended, from reality is now well established and not addressed. The three scriptural underpinnings in the Great Commission, leave the 99 for one, and Acts 2 church are a bit contrived and honestly it is risky territory to create a theology (ecclesiology) on isolated verses, the 'head of the church' too easily becomes its management rather than Christ. All that's necessary actually is to say - "this is being a good steward". What is missing, that they could have identified instead, is what is different about church as opposed to NGO's and businesses.
There are potentially good lessons for every church here (I realised the need for explaining a common language in order to help leadership orientation), but the examples and target seemingly is to make a 1000 person church reach 5000 - I guess that market which can afford consultancy - in order to break through the plateaus of attendance. Church is actually a lot more complex and diverse than this and some of the expectations are plainly pie in the sky rather than anything truly attainable in every context. Nevertheless this is a valuable tool kit for any church.