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Chapter 2
Figure 1. Top-down vs. bottom-up structures.
Figure 1. Top-down vs. bottom-up structures.
Figure 2. Key concept behind self-managed organizations portrayed in Team of Teams.
Figure 2. Key concept behind self-managed organizations portrayed in Team of Teams.
Figure 3. An alternate story for Team of Teams is the journey of General McChrystal from a traditional command-and-control leader to a design-centric leader.
Figure 3. An alternate story for Team of Teams is the journey of General McChrystal
from a traditional command-and-control leader to a design-centric leader.		 
 

Chapter 3
Figure 4. The Organizational Physics Strategic Execution Diamond.
Figure 4. The Organizational Physics Strategic Execution Diamond.
Figure 5. Work at the level of Structure & Process to create higher leverage and turn the ship.
Figure 5. Work at the level of Structure & Process
to create higher leverage and turn the ship.		 
 

Chapter 4
Figure 6. Top-down vs. bottom-up is not a problem to solve.
Figure 6. Top-down vs. bottom-up is not a problem to solve.
Figure 7. Although some functions in the organization need to tilt toward the left side, the organization as a whole needs to tilt to the right side!
Figure 7. Although some functions in the organization need to tilt toward the left side,
the organization as a whole needs to tilt to the right side!		 
 

Chapter 5
Figure 8. The Adaptive Systems Model of Organizational Physics.
Figure 8. The Adaptive Systems Model of Organizational Physics.
Figure 9. The Producing, Stabilizing, Innovating, Unifying (PSIU) forces.
Figure 9. The Producing, Stabilizing, Innovating, Unifying (PSIU) forces.
Figure 10. From forces to styles.
Figure 10. From forces to styles.
Figure 11. PSIU: The left side must support the right side.
Figure 11. PSIU: The left side must support the right side.
Figure 12. PSIU: Don’t let short-range (PS) dominate long-range (IU).
Figure 12. PSIU: Don’t let short-range (PS) dominate long-range (IU).
Figure 13. PSIU is advanced polarity management.
Figure 13. PSIU is advanced polarity management. 
 

Chapter 6
Figure 14. Lifecycle strategy: Everything follows a lifecycle curve.
Figure 14. Lifecycle strategy: Everything follows a lifecycle curve.
Figure 15. Lifecycle strategy: The Organizational Physics Strategy Map.
Figure 15. Lifecycle strategy: The Organizational Physics Strategy Map.
Figure 16. Lifecycle strategy: The goal is perpetual renewal.
Figure 16. Lifecycle strategy: The goal is perpetual renewal.
Figure 17. Lifecycle strategy: Different lifecycle stages require different structures.
Figure 17. Lifecycle strategy: Different lifecycle stages require different structures.
Figure 18. Lifecycle strategy: Strategy Map showing where the two PeoplePower business units are currently in their development.
Figure 18. Lifecycle strategy: Strategy Map showing where the two PeoplePower business units
are currently in their development.
Figure 19. Lifecycle strategy: Strategy Map showing where PeoplePower needs to drive to next in sequence.
Figure 19. Lifecycle strategy: Strategy Map showing where PeoplePower
needs to drive to next in sequence.		 
 

Chapter 7
Figure 20. The five steps to design a new structure quickly and correctly.
Figure 20. The five steps to design a new structure quickly and correctly.
Figure 21. Customer Cycle for PeoplePower.
Figure 21. Customer Cycle for PeoplePower.
Figure 22. Product Development Cycle for PeoplePower.
Figure 22. Product Development Cycle for PeoplePower.
Figure 23. Employee Cycle for PeoplePower.
Figure 23. Employee Cycle for PeoplePower. 
 

Chapter 8
Figure 24. Blank Structure Map.
Figure 24. Blank Structure Map.
Figure 25. PeoplePower Structure Map with Brand Marketing and Demand Generation.
Figure 25. PeoplePower Structure Map with Brand Marketing and Demand Generation.
Figure 26. PeoplePower Structure Map adding Pre-qualification, Direct Sales, and Channel Sales.
Figure 26. PeoplePower Structure Map adding Pre-qualification, Direct Sales, and Channel Sales.
Figure 27. PeoplePower Structure Map adding Pre-Sales Engineering, SAAS Billing, Legal, and Controller.
Figure 27. PeoplePower Structure Map adding Pre-Sales Engineering, SAAS Billing, Legal, and Controller.
Figure 28. PeoplePower Structure Map adding Customer Onboarding, Customer Success, and Customer Support.
Figure 28. PeoplePower Structure Map adding Customer Onboarding,
Customer Success, and Customer Support.
Figure 29. PeoplePower Structure Map adding Data & Internal Tools, Account Management, Channel Management, and Business Strategy.
Figure 29. PeoplePower Structure Map adding Data & Internal Tools, Account Management,
Channel Management, and Business Strategy.
Figure 30. PeoplePower Customer Cycle mapped with the functions accountable for each step in the cycle.
Figure 30. PeoplePower Customer Cycle mapped with the functions accountable
for each step in the cycle.
Figure 31. PeoplePower Structure Map adding Product Strategy & R&D and Technical Strategy & Architecture to Quadrant 3 and Product Management to Quadrant 2.
Figure 31. PeoplePower Structure Map adding Product Strategy & R&D and Technical Strategy
& Architecture to Quadrant 3 and Product Management to Quadrant 2.
Figure 32. PeoplePower Structure Map adding Product Owner and Software Engineering into Quadrant 2 and Product Marketing into Quadrant 3.
Figure 32. PeoplePower Structure Map adding Product Owner and Software Engineering
into Quadrant 2 and Product Marketing into Quadrant 3.
Figure 33. PeoplePower Structure Map adding Platform Operations to Quadrant 2.
Figure 33. PeoplePower Structure Map adding Platform Operations to Quadrant 2.
Figure 34. PeoplePower Product Development Cycle with accountabilities.
Figure 34. PeoplePower Product Development Cycle with accountabilities.
Figure 35. PeoplePower Structure map adding Culture & Talent to Quadrant 3 and HR Admin to Quadrant 4.
Figure 35. PeoplePower Structure map adding Culture & Talent to Quadrant 3
and HR Admin to Quadrant 4.
Figure 36. PeoplePower Employee Cycle with accountabilities.
Figure 36. PeoplePower Employee Cycle with accountabilities.
Figure 37. PeoplePower Structure Map Exercise with Business Alignment in Quadrant 2 and Strategic Finance in Quadrant 3.
Figure 37. PeoplePower Structure Map Exercise with Business Alignment in Quadrant 2
and Strategic Finance in Quadrant 3.		 
 

Chapter 9
Figure 38. PeoplePower’s completed draft of its Structure Map.
Figure 38. PeoplePower’s completed draft of its Structure Map.
Figure 39. New PeoplePower draft structure.
Figure 39. New PeoplePower draft structure. 
 

Chapter 10
Figure 40. Example of Quadrant 1 without a direct sales function.
Figure 40. Example of Quadrant 1 without a direct sales function.
Figure 41. Example of a Divisional/Regional Structure.
Figure 41. Example of a Divisional/Regional Structure.
Figure 42. Example of a Matrix Structure.
Figure 42. Example of a Matrix Structure. 
 

Chapter 12
Figure 43. The Draft Board from my book How to Think About Hiring.
Figure 43. The Draft Board from my book How to Think About Hiring.
Figure 44. Put people into roles where they can focus and thrive.
Figure 44. Put people into roles where they can focus and thrive.
Figure 45. Culture & Talent vs. HR Admin with the same player.
Figure 45. Culture & Talent vs. HR Admin with the same player.
Figure 46. Consolidating Culture & Talent vs. HR Admin under a Chief People Officer.
Figure 46. Consolidating Culture & Talent vs. HR Admin under a Chief People Officer.
Figure 47. Culture & Talent vs. HR Admin role focus.
Figure 47. Culture & Talent vs. HR Admin role focus.
Figure 48. How Charlie staffed Quadrant 1 for PeoplePower.
Figure 48. How Charlie staffed Quadrant 1 for PeoplePower. 
 

Chapter 13
Figure 49. Shows a common consolidation move for a Chief Business Officer to oversee all of sales and delivery.
Figure 49. Shows a common consolidation move for a Chief Business Officer
to oversee all of sales and delivery.
Figure 50. It is safer to consolidate within a single quadrant.
Figure 50. It is safer to consolidate within a single quadrant.
Figure 51. Assigning (hats) within a quadrant is generally safer.
Figure 51. Assigning (hats) within a quadrant is generally safer.
Figure 52. Beware of the Queen of England.
Figure 52. Beware of the Queen of England.
Figure 53. Example of how to assign (hats) within a quadrant.
Figure 53. Example of how to assign (hats) within a quadrant.
Figure 54. Example of consolidating within a quadrant.
Figure 54. Example of consolidating within a quadrant. 
 

Chapter 16
Figure 55. The Leadership Team (LT) Process.
Figure 55. The Leadership Team (LT) Process. 

 

Chapter 19
Figure 56. Excerpt from the Valve New Employee Handbook.
Figure 56. Excerpt from the Valve New Employee Handbook. 
 

Appendix B
Figure 57. The stage between late Nail It and early Scale It usually requires a new approach to Product Management.
The stage between late Nail It and early Scale It usually requires
a new approach to Product Management.		 
 

Appendix C
Figure 58. Comparing Product Management with Business Alignment.
Figure 58. Comparing Product Management with Business Alignment.