Kim Barrett (in a review) praises the SYSTEMology book and describes how it helped her organization adopt systems thinking: she read the early release quickly, set KPIs and targets tied to systems, added systems thinking to company values, involved her general manager who found the book highly relatable, and saw improved team openness to adaptation and implementation. Barrett contrasts past partial implementations (including influence from EOS/Traction) with better practical frameworks in this book, calling it a clear roadmap that relieves her of having to drive everything herself, and strongly recommends it.
Chapters
I started reading, I was like, oh. I was like, this is great. I was like, I'm just gonna. I looked at how many pages. I was, I'm just gonna smash it tonight. I'm just gonna get it done. But, yeah, it was great. So I've already, you know, set. Set KPIs and targets for everyone with. With systems. And systems thinking is added on the values list and everyone's getting amongst it. So, yeah, no, I loved it, man. People are much more open to adaptation, which for me, I know, like, when you, when you said, okay, cool, Kim, I've got this new book coming out. Do you want to have a sneak peek? And I got it. I was like, yes. I was like, cool. I'm going to, like, I'm going to devour this and then I'm going to see how we can apply it. Because for us, we. I've always kind of known about having systems, and I went through and previously tried things, like a lot of stuff from Gina Wickman and around the entrepreneur, operating system and whatnot. But it was like, I was like, I would do it and I only get so far and get a little bit of implementation and then it's like, cool. Then things are there, but they're not being implemented. And it was funny because I hope it was okay that I did. But I got my general manager to read the book, the early release that you sent me as well, and we both went through it and she's like. She's like, has he got a camera in our office? Like, half the things that she's talking about. And then she's like, you know, I'm this character and this is what's going to happen and blah, blah, blah, like, oh, wow. Like, the way in which you articulate and talk about systems and the way in which you go through the process of implementation of them, I think is just phenomenal. Because I know for us, like, I've tried. And the fact that you've written a great story about it, I've tried to encourage our team to focus on systems. But a lot of the time, previously, like, before all the craziness going on, the world has been me, like, do systems, like, speaking at people, like, put systems in place. Now everyone's like, oh, cool. How can we do things better? How can we improve? The best part, I think that when I read, I was like, ah, I don't have to do it. I was like, yes. A huge weight came off my shoulders at the time because I was like, now I'm going to have the ability to do that, because we're probably 80% of the way there in some areas. But, like, the frameworks that you have there are just phenomenal. Always get asked about, like, how to accelerate results and whatnot. And I say, you've got to just follow the. Follow the path that someone's given you. Which is, again, why I was so excited when you literally sent me this book. I was like. Like, this is just now I have the exact roadmap of all the steps I got to do in order, and I don't have to do it as well. I'm like, this is like. It's like my birthday came early. I can wholeheartedly guarantee, having read lots of books on systems, tried lots of things on systems, you will. You will not be disappointed.
