"First, Dutch Holland has a problem: he makes it all look too easy; he doesn't complicate things enough. He keeps it simple-direct and to the point. The problem is, as a result, we think it's not important or not
innovative or not really that difficult to do. He reminds us of what we already know-or think we know. He reminds us about 'the basics' -'Well, of course!' we say, 'We know that.'"

"But the question is: Why don't we do it? Why are so many (well over half) Red Zone (RZ) maneuvers failures?"

"Red Zones are business situations where we can make great strides, backward as well as forward. Red Zones are great opportunities and, simultaneously, great threats. We can win big or we can lose big. It all depends on how we go about it. And we should go about it differently in the Red Zone than we do at other times, under other conditions."

"The RZ principles are in Chapter Four and include such 'obvious' ideas as making sure your best players are in the game when the game is on the line; focusing on the customer; setting clear goals; developing a 'blueprint for success'; and using program and project management to build to print. (Blueprints are more precise than visions when it comes to describing how it will look when we're successful.) This chapter is the heart of the book - if you read nothing else, read Chapter 4."

"The RZ applications ('gameplans') are in Chapters 5 through 10 - examples of Red Zones which any business might choose or find necessary to enter at one time or another: strategy change; mergers/acquisitions; reengineering work processes; implementing enterprise solutions; implementing e-business; and changing culture. These gameplan chapters show how the principles might
be applied. These are especially good chapters and you can pick and choose what you need when you need it."

"Second, I have a problem with the title. The book should be called Red Zone LEADERSHIP, as leadership is what's really called for? to avoid the great loss and secure the great gain:

A CEO of a company in a Red Zone has the undeniable, un-delegateable, un-diluted responsibility to take her team to an Olympic level of motivation right up front because that is what it will take [to succeed in the Red Zone].

and

The Red Zone is the leader's highest calling. In the Red Zone, we must see real leadership up close and personal, strong and un-bowed, like Patton before the flag. In the Red Zone, rise to that level, or prepare for the worst."

"Leadership means you, Ms./Mr. CEO - you need to take real, hands-on ownership of any Red Zone maneuver, and you need to mix it up with the troops, daily. No aloof or 'developmental' delegation needed, thank you. It's time to go to work, again. It's time to show why you're the top dog, Dawg!"

Tony Pagnotta
Learning Jedi
Project Renaissance
Baker Hughes