We’ve been living in a world of single-system, hierarchical organizations for so long that when a different form is proposed—even one as organic and intuitive as a dual system, even one already based on early success stories—it raises many questions. This is only natural. And while the basic idea of a dual system is simple, it can be challenging to implement depending on how deeply entrenched and exclusive the hierarchy is.
I and my colleagues have found that leaders who introduce the ideas in this book to their peers, key subordinates, or bosses often encounter the same kinds of questions. How well they answer these questions can make the difference between moving ahead with a high probability of success or proceeding ...