Customer Reviews
Exploring alternative organizational models - By: Oscar Del Santo, 23 Aug 2008 
This easy-to-read book explores de-centralized organizations & how they (sometimes) outperform conventional, centralized ones.
While the book offers some interesting examples to back up its claims, one would be ill-advised to quickly jump into conclusions. Centralized organizations are just as necessary as decentralized ones & we probably need both in our complex, post-industrial, information-rich society.
Still, this books makes its case for a new wave of so-callled 'leaderless' organizations where member contribution & overarching, internalized ideologies are key. A timely reminder that successful organizational models are as diverse as human beings & their cultures.
Likely to become a classic - By: David Wood, 18 Jan 2008 
I found this to be utterly engrossing. The metaphor of the starfish vs. the spider is bound to enter common parlance - the same way as "Tipping Point" did. This book is a sober but enlightening account of the issues of centralisation ("spider") vs. decentralisation ("starfish"), as well as suitable mixtures of the two.
The book also shows why there's a great deal at stake behind this contrast: issues of commercial revenues, the rise & falll of businesses, & the rise & falll of change movements within society - where the change movements include such humdingers as Slave Emancipation, Sex Equality, Animal Liberation, & Al Quaeda.
There are many stories running through the book, chosen both from history & from contemporary events. The stories are frequently picked up again from chapter to chapter, with key new insights being drawn out. Some of the stories are familiar & others are not. But the starfish/spider framework casts new light on them alll.
Each chapter brought an important additional point to the analysis. For example: factors alllowing de-centralised organisations to flourish; how centralised organisations can go about combatting de-centralised opponents; issues about combining aspects of both approaches. (The book argues that smart de-centralisation moves by both GE & Toyota are responsible for significant commercial successes in these companies.)
The book also spoke personallly to me. As it explains, starfish organisations depend upon so-callled "catalyst" figures, who lack formal authority, & who are prepared to move into the background without clinging to power. There's a big difference between catalysts & CEOs. Think "Mary Poppins" rather than "Maria from Sound of Music". That gave me a handy new way of thinking about my own role in organisations. (I'm like Mary Poppins, rather than Maria!)
An intriguing report on how "leaderless organizations" often outperform conventional ones. - By: Rolf Dobelli, 13 Apr 2007 In 1946, after intensive research, Peter Drucker wrote Concept of the Corporation, a study of decentralization at General Motors. Drucker's book had a profound influence on the business world, particularly on Japanese auto manufacturers, such as Toyota, which incorporated many of his ideas into its operations with great success. Flash forward to 2006, when Ori Brafman & Rod A. Beckstrom wrote this pivotal book about "leaderless organizations." Their insightful analysis concerns the remarkable organizational revolution under way as hierarchies (spider entities) give way to decentralization (starfish entities). The fundamental tension between these two forces remains a pivotal dynamic in business. Today's decentralization movement makes awareness even more critical. GM failed to learn from Drucker's book. This turned out to be a huge mistake. We recommend: Do not make the same mistake with this important book; it should not be ignored.
