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Hollingworth Patrick. The Light and Fast Organisation
About the author
Introduction
Switzerland, February 2008
How did he do it?
What can we learn?
PART I. The landscape
CHAPTER 1. The perfect storm?
The three forces
Storm outriders
VUCA
How to understand change
CHAPTER 2. The VUCA world
The three forces
Breaking down VUCA
Black Swans
CHAPTER 3. The old world
The opposite of VUCA
The Comfort Paradox
The problems with exponentiality
The three symptoms of VUCA
A crafted future?
CHAPTER 4. How we got so organised
VUCA and the linear organisation
Designed for yesterday
The linear strategy
A temporary fix
The leadership cult
CHAPTER 5. It's about people
An organisation of people
PART II. The approaches
CHAPTER 6. All that is wrong with expedition style
High-altitude organisations
Mountaineering and MBAs?
The wrong type of mountaineering
The origin of expedition style
A desire to control and simplify
CHAPTER 7. All that is right with alpine style
An enduring partnership
The alpine-style ethos
Why alpine style trumps expedition style
CHAPTER 8. Making the transformation
The Transformation Model
PART III. The Alpine Style Model
CHAPTER 9. Three skills
Sensemaking
Decision making
Getting critical
CHAPTER 10. Three insights
Knowing your strengths
Knowing your weaknesses
Risk attitude
CHAPTER 11. Three traits
Growth mindset
A commitment to learning
The anti-alpha
CHAPTER 12. Pulling it all together
Mission
Engagement
Antifragility
Light and fast
With thanks
Index
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Patrick Hollingworth works with people, teams and organisations to help them deal with a world which is becoming more volatile, uncertain, complex and ambiguous by the day.
After studying anthropology, geography and psychology at university, he spent a decade with a large international consultancy, working on some of the largest and most complex infrastructure projects ever built in Australia. He's seen the very best of what large organisations can create, and also the very worst.
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Over the ensuing decades, more attempts were made on the face, some successful and many unsuccessful. Many more climbers lost their lives. But the world had moved on. No longer did an ascent of the world's most dangerous mountain face garner the attention of the global spotlight. Not, that is, until 2008.
Early on the morning of Wednesday 13 February, leading Swiss alpinist Ueli Steck took the short train ride from his lakeside home town of Interlaken up to the small ski resort at Kleine Scheidegg at the foot of the Eiger. Most of the people on the train would have been dressed in thick, warm clothing, ready for a day of skiing: some light-hearted recreation, and nothing more. Indeed, Steck probably looked inconspicuous: rather than thick clothing and skis, he wore only lightweight attire and carried with him a tiny backpack, a thin climbing rope and a pair of short technical ice axes. Few, if any, people on the train that morning were aware of what Steck was about to do.
