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Most organizations don't fail for lack of talent or effort. They fail because their structures produce the wrong behaviors.
People don't rise to the occasion under pressure—they fall to the level of their structure. Drawing on 23 years of military leadership and decades of executive experience, David Kuhnert makes the case that lasting performance is never an accident of personality. It is the product of design.
Building an Organizational Strategy is the first volume in The Self-Governing Enterprise, a three-part series on building organizations that run on purpose rather than control. It lays the foundation: what a self-governing enterprise is, why most companies never become one, and how organizational strategy—done right—moves a culture from centralized command toward true ownership.
This is not a book of slogans or soft ideals. It is a field guide for leaders who want cultures built on truth instead of blame, accountability instead of control, and purpose instead of personality. Through real-world stories, mental models, and actionable tools, Kuhnert equips leaders to stop managing behavior and start designing systems that consistently produce excellence.
If you are trying to build something that will endure—people, culture, or enterprise—start here.
Most organizations don't fail for lack of talent or effort. They fail because their structures produce the wrong behaviors.
People don't rise to the occasion under pressure—they fall to the level of their structure. Drawing on 23 years of military leadership and decades of executive experience, David Kuhnert makes the case that lasting performance is never an accident of personality. It is the product of design.
Building an Organizational Strategy is the first volume in The Self-Governing Enterprise, a three-part series on building organizations that run on purpose rather than control. It lays the foundation: what a self-governing enterprise is, why most companies never become one, and how organizational strategy—done right—moves a culture from centralized command toward true ownership.
This is not a book of slogans or soft ideals. It is a field guide for leaders who want cultures built on truth instead of blame, accountability instead of control, and purpose instead of personality. Through real-world stories, mental models, and actionable tools, Kuhnert equips leaders to stop managing behavior and start designing systems that consistently produce excellence.
If you are trying to build something that will endure—people, culture, or enterprise—start here.