If you like reading Peter Drucker, Harvey Mackay, Jim Collins, Gary Hamel or Pat Lencioni you are going to love this book. In an astonishingly clear and compelling fashion, ‘Taming the Squid’ unravels the complexity of organizations. Combining wit with profoundly clever insight, Erik Peterson is able to provide the reader with simple “how to” chapters that will lead them – step by step – to an understanding of Organizational Management. Borrowing from the wisdom of some of the greatest thinkers and business leaders of the 20th century, Erik Peterson draws the reader to turn the page to find the next nugget of practical advice that can be used to transform their organization. No one can read this book without being encouraged, challenged and inspired to carry their organization through the 21st century.

"In an astonishingly clear and compelling fashion, ‘Taming the Squid’ unravels the complexity of organizations. Combining wit with profoundly clever insight, Erik Peterson is able to provide the reader with simple “how to” chapters that will lead them – step by step – to an understanding of organizational management. Borrowing from the wisdom of some of the greatest thinkers and business leaders of the 20th century, the reader will uncontrollably be drawn to turn the page to find the next nugget of practical advice that can be used to transform their organization. No one can read this book without being encouraged, challenged and inspired to carry their organization through the 21st century."

"Erik does an excellent job of articulating the key issues preventing most organizations from reaching their full potential.  He applies practical thinking and pragmatic real-world ideas to address project management, team management, and process management.  This is an excellent read for not only the executive, director, or manager level, but also a useful tool to be read by the entire team."

“Why do you suppose we have made change and innovation the foundation of our Sustainability Model? Because all of those who fall among the ranks of greatness throughout history were committed to change. I might also clarify this does not imply changing for change sake. This means change for the sake of progress and improvement.”

Chapter 3

“We’ve said that organizations are made up of people, processes and products. Processes, in a sense, are the glue that holds the people and the products together. Said another way, processes are the sheet of music the people play from in delivering the products. If you’ve got good people playing off of good music then chances are you’ll have a good product.”

Chapter 8

“I am well aware that our model will not solve all of you processional woes and does not replace complicated process algorithms…it is not intended to replace what you are currently doing. It is simply meant to provide clarity to what you already know needs to be done. After all, the sheet of music does not replace the instrument but rather acts as a roadmap for the musician.”

Chapter 9

“When you begin to implement and apply all of the principles discussed in this book I predict you will begin to see the anesthetic fog of mediocrity beginning to lift. I also hope you’ll discover the suffocating pressure of entitlement thinking has vanished. And lastly, I hope you begin to hear a deep sound of aspiration from those around you, who perhaps for the first time in their life, begin to experience the freedom of breathing and working for something bigger than themselves.”

Chapter 15

Read the Afterword from 'Taming the Squid'