This book leads where few 'management" books dare not follow; it is a cold, hard truth that most management is mismanagement, and all too many organizational shortfalls derive from organizational "friction" - "friction," as in "We aren't going to do anything until the Great Leader of our team/section/group/division says so."
The Great Leader doesn't know, either; what the Great Leader DOES know is how to make the employment future of those who show initiative without fawning obesiance nasty, brutish, and short.
Chapter 21, essentially, does away with Middle Management, and the slew of Great Leaders who feather their own nest, in an elegant and simple way.
The rest of the book is also inspiring - certain ideas, such as Open Books, have taken root and flowered as a body of knowledge and practice.
Many "consultants" - using THAT term loosely - help establish "Change Management Programs," and "Empowerment Programs," all delivered from "On High," with paeans of fulsome praise for a trivial tweaking of the current, obsolete, business processes.
Save all of the money and time these people cost - give your people a copy of "Maverick," and let them loose!