By Lisa Bodell;Â New York, NJ: Bibliomotion (2012); Reviewed by MIROSLAV DANIHEL
The book under review, Kill the Company, is written by Lisa Bodell. a sharp thinker, innovator, management professor and advisor, Bodell is the founder and CEO of future- think, one of the most influential and internationally recognized innovation research and training firms. In her book, Bodell speaks to what she believes is the biggest downfall of the contemporary corporate culture (complacency, conformity, and lack of leadership) and identifies killing the company as the solution. After this shocking claim, Bodell dedicates the first half of the book to detailed descriptions of fast and successful ways to kill your own company. As a great teacher, Bodell destroys with the purpose to build. She claims that “only after you’ve killed your company you will be able to tap into the innovation that will transform it into a killer company” (p. xx). The second half of the book is dedicated to describing innovative ways to lead a company into a new era, building on new foundations, and focusing on developing soft skills. Bodell offers not only innovative ideas but concrete tools and real-life examples as well. Furthermore, she aims to provoke managers and ordinary employees to start thinking in innovative ways, acting upon their ideas and turning their companies from “Zombie, Inc.” into “think, Inc.,” and in the process, moving from a place of complacency into a vibrant life.
Bodell brings a wave of fresh air into the corporate world by replacing old strategic planning models with new inclusive models that focus on empowering not only the top managers but all employees to think innovatively and “kill” the status quo. companies usually try very hard to make status quo more efficient; however, they are often afraid to change it entirely. In contrast, the author asserts that “to create a company of tomorrow, you must break the bad habits and inhibitors that exist today. that’s why you have to kill the company first. It’s probably the most innovative thing a leader can do.” (p. xxii).
While Bodell supports her expert opinions by listing the results of many research studies, her stronger support comes from describing her own experiences with changing corporate culture in different companies. These examples not only prove the point and make the book more readable, they also serve as practical instructions for those readers who would like to try to revitalize their companies by “killing” them. Bodell further acknowledges that there is no single approach that fits all, appealing to the readers to use their creativity and innovative abilities when trying to implement her ideas.
The last two chapters of the book are dedicated to a detailed description of a two-week seminar on bringing change to a big financial company. the author describes the individual steps of her workshop, the use of the innovative toolkit included at the end of the book, and alternative ways to implement the kit in different situations. The toolkit encourages leaders to look at their companies from the outside in, using several simple yet powerful exercises (e.g., “Kill the Stupid Rule” and “How to Put Myself Out of Business”). This practical approach enables leaders to apply Bodell’s ideas in their own institutions. In addition, it encourages employees to voice their opinions and see them implemented.
The appeal to “kill to company” is one that Christian churches should hear as well. Bodell claims that the problem with large organizations, which include a number of churches, is that “they create roles and constraints and sometimes people forget why they are there” (p. 94). The focus on hard skills (the numbers) as opposed to soft skills (building the people), along with fear of change, paralyzes many Christian communities. Bodell’s ideas about leadership, her diagnostic tools, and her tools for implementing innovative change are well suited for not only businesses but for churches and other types of organizations, as well.
The book Kill the Company is rooted in behavioral philosophy; therefore, it is very practical, promoting innovative thinking and its implementation. Bodell’s approach to corporate leadership does not focus on changing and rebuilding the existing corporate culture, but on destroying the status quo and building a whole new culture with new pieces and a fresh vision. The book is easy to read, touches a current problem in corporate leadership, and—most importantly—offers practical and applicable solutions that promise great results. I would recommend this book to all leaders who desire great things for their companies and are not afraid to change themselves and empower their employees to “kill” the company.
Miroslav Danihel, a pastor in Slovakia, is currently a Doctor of Ministry student concentrating in the area of Christian leadership studies at the Seventh-day Adventist theological Seminary in Berrien Springs, Michigan.