If you enjoy reading about the evils of organizations that focus on optimizing results for the different functions (silos) rather than the whole enterprise, you'll cheer your way through this book. The indictment part of Silos, Politics and Turf Wars is a clear five-star effort. If you like fables, you'll find this one engaging. Frustrated by turf wars in his newly merged company, Jude Cousins quits to found his one-man consulting operation. He feels comfortable with the financial cushion that stock in his old company provides, as well as his initial assignments. Then the assignments begin to falter and the stock dives. Jude needs a new approach. Learning that every organization has problems with silos, Jude learns that people overcome silos when they face a real crisis that threatens the enterprise's existence. From that observation, he develops a consulting practice that helps top management teams realize that it's a mistake to wait for the crisis before acting. If the book left it at that, Silos, Politics and Turf Wars would be a helpful book. But Mr. Lencioni insists on repeating the same formula in his top management meetings led by Jude. Point out that they would cooperate and be more successful if there were a crisis and someone will say, "Why wait for a crisis?" Then, everyone pulls together. Well, that's a nice day dream. But even people who want to work together as a top management team need a lot of help to get there. This book is very misleading about what the solution is based on my 30 plus years of working with companies on this very problem. I graded the book down accordingly. If you don't mind that the book doesn't really have a prescription for solving the problem that Mr. Lencioni so well describes, then you'll feel like this is a five star book. The writing is particularly smooth and the situations are very interesting to read about. If this were a novel, I wouldn't hesitate to give it five stars.