Twelve chapters. One argument.
Efficiency keeps you in the same race. Capability building changes which race you're in.
Chapter overview
Part One: What You're Actually Working With
- Make It More Efficient Is Not a Strategy: why the organisations that build true capability end up in a different category from those that just get faster.
- What You Actually Have (And What You Don't Know You Have): the franchise prototype concept and the Business Landscape Map.
- The Opportunity Audit: a structured look across the whole organisation; the Three Horizons model.
- Thinking Big Before You Build Small: the Big Picture Planner and the architectural decisions that open or close options.
Part Two: Making a Start
- Finding the Highest Value Entry Point: a four-question framework for where a first build creates the most value.
- The Proof of Value: define, design and deliver a first phase that creates undeniable evidence.
- Capability Builds on Capability: the levels model and the capability roadmap.
- Technology Is the Last Decision, Not the First: Build / Buy / Borrow and the nucleus model.
Part Three: Making It Last
- Your People Are Not Obstacles. They're the Point. Consultation, UAT, training, documentation, adoption.
- Leadership Is Direction, Not Control: the perfection trap, the political football, and what good looks like.
- Don't Let It Plateau: why builds stall at 6 to 18 months and the structures that keep momentum.
- The Long Game: Redgum's four principles and what compounding value looks like after three years.
Sample chapter
Read an excerpt from Chapter 2 →
The tools
Every chapter ends with a practical tool: a structured exercise that takes the ideas off the page and applies them to your business. Explore the tools →
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