My intent with SCRAP is to make understanding the distinction and applying it really, really easy. Stupid easy.
This means that some (or many) of the things in this body of work will not be “right” - not precisely so, anyway. I am not striving for ”right,” I am striving for “right enough” - right enough to appeal to people who are in organizations of any kind - regardless of role or seniority - so that they can have impact tomorrow and shape their organizations over time.
In doing this, I expect this work will alienate, frustrate and/or bore deep experts in anything - methodology, process control theory, complexity, lean, agile, ToC, and anything else. I expect that many of our colleagues and people we look up to will not like the book for this reason, and I am more than comfortable with that. Because I believe that all the answers are already out there, written by all the smart people with credentials and degrees and all manner of other impressive things. But few, if any, have really broadly become the ways people work in organizations.
The work of SCRAP is messy, unappealing, dirty work - an afterthought for those who have figured out the many glorious ways that things should be done (many of which like ToC and OODA and lean will be referenced and recommended). An afterthought that will work to ensure their glorious ways never achieve their promise in many organizations.