Presents the congruence model, a systems approach to designing and diagnosing organizations to improve performance. Investigates and illustrates─using articles, case studies, simulations, and videos─some of the practices of selected highly successful organizations to explain their outstanding achievements. Explores the central principles and available options─both traditional and progressive─in the principal components of organizations: work, people, culture, structure, and rewards. Analyzes how many average organizations apply typical practices and how many great companies are intriguing in that they often dare to be different, employing more radical practices in their cultures, how they do work, structure themselves, and engage employees.