Wiring the Winning Organization Chapter 1
summary
Claims a new, testable theory: wiring an organization’s social circuitry with three mechanisms — slowification, simplification, amplification — moves problem solving from high‑risk “danger zones” into low‑risk “winning zones.” Evidence includes surveys of over 36,000 organizations, 500+ case studies and close study of ~100 orgs; concrete results cited: Amazon from ~20 deployments/year to 136,000/day, a hospital dropping central‑line infections from 19 to 0, and $10M/month plant gains — rewiring is shown to work using mockups, simulations, modularization, JIT, stress tests, and devops/TPS practices.
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chapters (9)
- 0:00Introduction
- 6:10Performance theory for success
- 10:32Why some organizations consistently outperform others
- 16:50Rewired org examples
- 24:22How leaders transform emergency department performance
- 30:52Problem-solving danger zones
- 33:55Three mechanisms: slowification, simplification, amplification
- 38:30Leaders engineer social circuitry
- 40:24How to read and apply
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