Guttman is best known for his theories on corporate organizational hierarchies, positing that the traditional, top-down model of management is less effective than the horizontal, high-performance organization, where decisions are made by cross-functional teams with equal authority.

Guttman's theories have garnered him a following in top-management circles, largely due to his books and work with leaders of multi-national corporations who have applied his ideas in day-to-day business operations.

He was profoundly influenced by his mentor, Vice President of Human Resources Bernie Kessler, from whom he learned how an OD consultant can add significant value to an organization's bottom line.

[8] He is also the author of When Goliaths Clash: Managing Executive Conflict to Build a More Dynamic Organization,[9] named by Soundview as one of the Top Business Books of 2003.

Guttman defines a high-performance team as a workgroup that has reached agreement in five key areas: strategy; operational goals; roles and responsibilities; protocols, or ground rules; and business relationships/interdependencies.

Guttman suggests that to break through the barriers that have been holding them back, executives and individuals need to become conscious of their negative "going-in stories" and replace them with positive ones.

This new model, in which work is done primarily by cross-functional teams, requires a new set of skills, including influencing, active listening, and conflict management.

Guttman's quarterly e-newsletter, GDS Insights, includes interviews with senior executives who explain how they have applied the concepts and the results they have achieved.