How to transform an organization, based on fascinating, inside stories of major industrial companies and service companies (including Fortune 500 companies), aggressive smaller firms, and European companies. Provides insights into the styles and philosophies of leaders and executives who have transformed their companies, whether big or small, and offers practical advice on middle management's role in transforming large organizations.
I read it a long time ago and can remember the lesson on distinguishing between "a difference of opinion and a value conflict". I will have to read it again to verify/validate how much the book has generally applied.