Move to the Edge, Declare It Center: Practices and Processes for Creatively Solving Complex Problems
Everett Harper
Wiley (March 2022)

How to make better decisions (answering questions and solving problems) in a VUCA business world

Occasionally, I read more than one book at the same time and that is true of this one, read in combination with Tony Fadell’s Build: An Unorthodox Guide to Making Things Worth Making. Both authors share what they have learned from their business successes and failures over the years (especially from failures). That said, they realize that their reader’s personal experience is usually the best teacher. Some of the most valuable material in the two books is provided when Harper and Fadell suggest dos and don’ts to keep in mind in order to make better decisions (e.g. answering questions and solving problems) in a volatile, uncertain, complex, and ambiguous business world.

Evderett Harper recommends a framework to help business leaders “navigate through complex problems when they don’t know the ‘right’ answer and there’s no predetermined plan, playbook, or procedure. Move to the Edge is a set of practices, processes, and infrastructure to address complex problems, and Declare It Center is a set of methods to systematize, scale, share, and sustain the best approaches throughout an organization.”

Most of those who read this book are already aware of WHAT to do to achieve success in their organization’s competitive marketplace. They also get it in terms of WHY. What they need is a better understanding of the HOW in order to achieve the given objectives. For example, HOW TO

o Solve two kinds of problems: complicated and complex
o Prevent/avoid their reoccurrence
o Master the methods of “moving to the edge”
o Complete the process of “declaring it center”
o Institutionalize interior and exterior practices

Pay close attention to these mini-case studies:

“Introducing Salary Transparency” (Pages 12-15)
“How We made Salaries Transparent (50-53
“Jane Jacobs: What Kind of Problem Is a City?” (53-60
“World Central Kitchen” (60-62
“Public Health Networks and the Early Days of COVID” (63-65)
“Beyond the Scope: Responding to the California Wildfires” (101-103
“World Central Kitchen” (104-109
“2020: West Paw Recruiting for DEI” (154-157)

Few of those who read this book will then launch a new company but may become associated with a start-up. Others who read the book will be associated with a small-to-midsize organization in need of a rigorous reality check and then modification of what it does and how it does it.

Most of the material in the book is based on what Harper and his colleagues learned while planning, launching, and then developing Truss, an Inc. 5000 fastest-growing company for 2021 (#534) and 2020. Previously, Harper worked at Lincoln Lab, Self-Help, and Bain and Company. He also serves on the board of Care USA.

I presume to conclude this brief commentary with two specific suggestions. First, highlight key passages and keep a lined notebook near at hand while reading the book in order to record your own comments, questions, page references, to do lists, etc. (I prefer the optic yellow Sharpie in combination with the Mead “marble” version.) This will facilitate, indeed expedite frequent review of key material later. Also, I suggest that you keep in mind that, ultimately, there are no sales/marketing, HR, or financial issues. There are only BUSINESS issues. That is, whatever will add value to your company by adding value to all stakeholders, especially employees and customers.