The book contains a lot of case studies that seek to clarify and demystify the practical delineation of what it takes for an organization to self-design. It also looks at the components of the design process: gaining knowledge, determining values and diagnosing the organization. It also touches on the "zero-sum" designing in which the design team starts with a blank slate rather than with an already existing organisation. The book also describes the action learning sequence of implementing, assessing and iterating. This reiterates the need for hedging against uncertainity and stresses innovation.
An important part of the book refers to what transition roles and structures are necessary. One chapter is devoted to the special challenge of self-design that entails large-scale change.
The book targets two primary audiences. The first is line managers, who must know how to lead an organisation through the self design process. The second audience is the change agents-OD professionals, consultants, and facilitators-who are resources to organisations that are redesigning themselves.