Credits

Sources and credits

Books, people and programs that shaped this one.

Inspiration

Dan Sullivan & Benjamin Hardy10x Is Easier Than 2x; Who Not HowThe filter at the heart of the method, and the line on ownership.
Dan MartellBuy Back Your TimeThe calendar as evidence of where attention goes.
Adam KahaneCollaborating With the EnemyThe fair hearing; there is rarely one right answer.
David AllenGetting Things DoneCapture everything, and a review on a rhythm.
Mel RobbinsThe Let Them TheoryWhat you can and cannot control.
Darren HardyThe Compound EffectConsistency over intensity.
Dale CarnegieHow to Win Friends and Influence PeoplePrinciple, story, rule.
Richard RumeltGood Strategy / Bad StrategyDiagnosis, guiding policy, coherent action.
Daniel KahnemanThinking, Fast and SlowThe biological limit on absorbing change.
Matthew Skelton & Manuel PaisTeam TopologiesCognitive load and the seams between teams.
Eliyahu M. GoldrattThe GoalOne idea: the constraint moves.
John Kotter; Chip & Dan Heath; Prosci ADKARThe change canonGiven a fair hearing.

Where the facts in the book come from. Client, employer and colleague names are withheld throughout.

Field experience. The stories, tallies and patterns come from the author’s own work on more than a dozen end-to-end enterprise programs: banks, logistics businesses, government agencies, retailers and a social enterprise. They are testimony, not survey data. Every engagement is anonymised, and some are combined.
The public record. The one failure cited in figures, a multi-year ERP program halted in 2019 with a £108 million write-off and a £4.2 million vendor refund, comes from the company’s published results and press reporting. The company is not named here.
Vendor materials. Observations about roadmaps and release calendars come from vendors’ public product calendars and presentations.
Books and frameworks. Borrowed ideas come from the shelf above, each used once and credited where it appears.
Reader feedback. Structure, exercises and tone were shaped by written feedback and calls from the beta readers below.
External statistics. Where a number is someone else’s, it is cited in the book’s notes. The failure-rate figure for Chapter 1 is still being sourced.
First principles. “Best practices are past practices” is the author’s own line.

These readers read an early manuscript and sent feedback that reshaped the book. Any errors that remain are the author’s.

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